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
31
Score
Governance
45
Score
Financial
0
Score
Program
60
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
2025
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 18.0% | 31 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 9.1% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 12.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.6% | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 8.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 8.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 7.4% | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | 4.8% | 35 | Financially Distressed | Recovery | |
| 2016 | — | — | 10.3% | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 15.4% | 24 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 18.2% | 24 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 11.2% | 38 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 8.7% | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | 11.8% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN SILVERSTEIN | Artistic Director | 9.4% of Rev | ||
| ASHLEY DIGIORGI | MANAGING PRO | 8.6% of Rev | ||
| GEORGE BEAN | Treasurer | — | ||
| BILL BRADFORD | Treasurer | — | ||
| ELIZABETH CORRADINO | Secretary | — | ||
| ROSE COURTNEY | Board Member | — | ||
| LINDA D'ONOFRIO | Board President | — | ||
| SUSIE GOULD | Board Member | — | ||
| CHISA HUTCHINSON | Board Member | — | ||
| MARSHA MASON | Board Member | — | ||
| NISHA SHETH | Board Member | — | ||
| PATRICIA STOCKHAUSEN | Board Member | — | ||
| JASON TAM | Board Member | — | ||
| CHRIS YEGEN | CHAIRMAN | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS YEGEN | Chairman | — | ||
| LINDA D'ONOFRIO | Board President | — | ||
| GEORGE BEAN | Treasurer | — | ||
| BILL BRADFORD | Treasurer | — | ||
| ELIZABETH CORRADINO | Secretary | — | ||
| ROSE COURTNEY | Board Member | — | ||
| MARSHA MASON | Board Member | — | ||
| NISHA SHETH | Treasurer | — | ||
| PATRICIA STOCKHAUSEN | Board Member | — | ||
| CHARLIE MacLEOD | Board Member | — | ||
| SUSIE GOULD | Board Member | — | ||
| CHISA HUTCHINSON | Board Member | — | ||
| JASON TAM | Board President | — | ||
| AMYT ECKSTEIN | Board Member | — | ||
| JONATHAN SILVERSTEIN | Artistic Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN SILVERSTEIN | Artistic Director | 7.2% of Rev | ||
| CHRIS YEGEN | Chairman | — | ||
| LINDA D'ONOFRIO | Board President | — | ||
| GEORGE BEAN | Treasurer | — | ||
| BILL BRADFORD | Treasurer | — | ||
| ELIZABETH CORRADINO | Secretary | — | ||
| ROSE COURTNEY | Board Member | — | ||
| MARSHA MASON | Board Member | — | ||
| NISHA SHETH | Board Member | — | ||
| PATRICIA STOCKHAUSEN | Board Member | — | ||
| DAVID F WERTHEIMER | Board Member | — | ||
| EMMY ZUCKERMAN | Board Member | — | ||
| CHISA HUTCHINSON | Board Member | — | ||
| JASON TAM | Board Member | — | ||
| EMILY WEXLER | Board Member | — | ||
| SHARON TZUANG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN SILVERSTEIN | Artistic Director | 6.8% of Rev | ||
| CHRIS YEGEN | Chairman | — | ||
| LINDA D'ONOFRIO | Board President | — | ||
| GEORGE BEAN | Treasurer | — | ||
| BILL BRADFORD | Treasurer | — | ||
| ELIZABETH CORRADINO | Secretary | — | ||
| ROSE COURTNEY | Board Member | — | ||
| MARSHA MASON | Board Member | — | ||
| NISHA SHETH | Board Member | — | ||
| PATRICIA STOCKHAUSEN | Board Member | — | ||
| DAVID F WERTHEIMER | Board Member | — | ||
| EMMY ZUCKERMAN | 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
0 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
31 / 100
Priority Review
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 18.0% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.