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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 7.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 6.5% | 40 | Fragile | Stable Watch | |
| 2021 | — | — | 6.1% | 40 | Fragile | Recovery | |
| 2020 | — | — | 19.0% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 9.9% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 10.3% | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 8.5% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 9.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 6.2% | 30 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 7.2% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LYNN PARKERSON | FOUNDING ART | Hidden | ||
| DOUGLAS APPLE | Board Member | — | ||
| ELENA BONIFACIO | Board Member | — | ||
| BRETT CAROSELLI | Board Member | — | ||
| CHRISTINA PRUSAK CHIANESE | Board Member | — | ||
| MEREDITH HUNT | Board Member | — | ||
| GUY DORSAINVIL II | Treasurer | — | ||
| ALLEN KRAUS | BOARD DIRECT | — | ||
| ELENA LIN | Board Member | — | ||
| DIARRA K LAMAR MD | CHAIRMAN | — | ||
| MILI SHAH REDDY | Board Member | — | ||
| ANTONIO REYNOSO | Board Member | — | ||
| THERESA SCHIEBER | Board Member | — | ||
| ANNABELLE ZHUNO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LYNN PARKERSON | FOUNDING ART | Hidden | ||
| Lynn Parkerson | Artistic Director | Hidden | ||
| Diarra K Lamar MD | CHAIRMAN | — | ||
| Allen Kraus | Board Member | — | ||
| Guy Dorsainvil II | Treasurer | — | ||
| Anne Glusker | Board Member | — | ||
| Julianne McGee | Board Member | — | ||
| Meredith Kirchheimer | Board Member | — | ||
| Maryam Najam | Board Member | — | ||
| Elena Lin | Board Member | — | ||
| BRETT CAROSELLI | Board Member | — | ||
| CHRISTINA CHIANESE | Board Member | — | ||
| ANNE GLUSKER | Board Member | — | ||
| MEREDITH HUNT | Board Member | — | ||
| GUY DORSAINVIL II | Treasurer | — | ||
| ALLEN KRAUS | BOARD DIRECT | — | ||
| ELENA LIN | Board Member | — | ||
| DIARRA K LAMAR MD | CHAIRMAN | — | ||
| MARYAM NAJAM | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Diarra K Lamar MD | CHAIRMAN | — | ||
| Allen Kraus | Board Member | — | ||
| Lynn Parkerson | Artistic Director | — | ||
| Guy Dorsainvil II | Treasurer | — | ||
| Anne Glusker | Board Member | — | ||
| Julianne McGee | Board Member | — | ||
| Meredith Kirchheimer | Board Member | — | ||
| Maryam Najam | Board Member | — | ||
| Elena Lin | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lynn Parkerson | Artistic Director | Hidden | ||
| Diarra K Lamar MD | CHAIRMAN | — | ||
| Allen Kraus | Board Member | — | ||
| Guy Dorsainvil II | Treasurer | — | ||
| Anne Glusker | Board Member | — | ||
| Julianne McGee | Board Member | — | ||
| Georgia Forbes | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (0 vs. 31).
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 7.3% sits within the sector's 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:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.