Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
Structural Deficit
What does this mean?
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
The Path Forward
The Truth-Teller
Forces necessary, painful cuts to preserve the core. It demands that the organization stop borrowing from its future and align its current programmatic output with actual sustainable revenue.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
32
Score
Governance
42
Score
Financial
15
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 30.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 24.9% | 31 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 37.6% | 32 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 36.2% | 31 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 29.6% | 28 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 30.8% | 24 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 27.8% | 30 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 28.0% | 28 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 51 | Fragile | Recovery | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARREN STEVENSON | Executive Director | 16.9% of Rev | ||
| HEATHER STEVENSON | Artistic Director | 13.2% of Rev | ||
| STEPHANIE REH | Board President | — | ||
| HALEY HENNING | Treasurer | — | ||
| LUANE HAGGERTY | Board Member | — | ||
| MICHAEL CHIAFULIO | Board Member | — | ||
| LARRY FRANCER | Board Member | — | ||
| PAUL TRACY | Board Member | — | ||
| NICK JOSPE | Board Member | — | ||
| SUSAN ROGERS | Board Member | — | ||
| DAVID HOU | Board Member | — | ||
| BEN CASILIO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARREN STEVENSON | Executive Director | 19.4% of Rev | ||
| DARREN STEVENSON | Executive Director | 13.3% of Rev | ||
| HEATHER STEVENSON | Board Member | 12.9% of Rev | ||
| HEATHER STEVENSON | Board Member | 11.3% of Rev | ||
| SUSAN ROGERS | Treasurer | — | ||
| LARRY FRANCER | Board Member | — | ||
| DAVID HOU | Board Member | — | ||
| FAHAD SAEED | Board Member | — | ||
| HALEY HENNING | Board Member | — | ||
| STEPHANIE REH | Board President | — | ||
| AARON KELSTONE | Board Member | — | ||
| KRISTEN LOPEZ | Board Member | — | ||
| PAUL TRACY | Board Member | — | ||
| JONATHAN BRATT | Secretary | — | ||
| SUSAN ROGERS | Treasurer | — | ||
| MICHAEL CHIAFULIO | Board Member | — | ||
| LARRY FRANCER | Board Member | — | ||
| DAVID HOU | Board Member | — | ||
| FAHAD SAEED | Board Member | — | ||
| HALEY HENNING | Board Member | — | ||
| STEPHANIE REH | Board President | — | ||
| AARON KELSTONE | Board Member | — | ||
| KRISTEN LOPEZ | Board Member | — | ||
| PAUL TRACY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARREN STEVENSON | Executive Director | 11.5% of Rev | ||
| HEATHER STEVENSON | Board Member | 7.0% of Rev | ||
| MICHAEL CHIAFULIO | Board Member | — | ||
| SUSAN ROGERS | Treasurer | — | ||
| SUSIE HUME | Board Member | — | ||
| LARRY FRANCER | Board President | — | ||
| DAVID HOU | Board Member | — | ||
| FAHAD SAEED | Board Member | — | ||
| GERIANNE PUSKAS | Board President | — | ||
| STEPHANIE REH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARREN STEVENSON | Executive Director | 14.9% of Rev | ||
| HEATHER STEVENSON | Board Member | 5.3% of Rev | ||
| MICHAEL CHIAFULIO | Board Member | — | ||
| SUSAN ROGERS | Treasurer | — | ||
| DAMON DIEHL | Board Member | — | ||
| LARRY FRANCER | Board President | — | ||
| DAVID HOU | Board Member | — | ||
| FAHAD SAEED | Board Member | — | ||
| TYLER CASSIDY-HEACOCK | Secretary | — | ||
| GERIANNE PUSKAS | Board President | — | ||
| STEPHANIE REH | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
32 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,226 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 37 points below the peer median (15 vs. 52).
5-year trend: Structural Deficit
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
What's driving this score
- Comp-to-revenue ratio of 30.1% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 30.1% to under 22% of revenue — would move governance score by ~16 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.