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
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 | Hidden | Hidden | 20.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 16.1% | 37 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 19.8% | 37 | Financially Distressed | Recovery | |
| 2020 | — | — | 21.0% | 33 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 21.5% | 35 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 22.0% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 26.4% | 30 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 24.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 15.5% | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | 14.4% | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | 19.0% | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 40.0% | 19 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 40.0% | 26 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | 15.1% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MOISES KAUFMAN | Artistic Director | 13.3% of Rev | ||
| MATTHEW JOSLYN | Executive Director | 10.7% of Rev | ||
| CARY BLAND SIMPSON | General Manager | 7.0% of Rev | ||
| JEFFREY LAHOSTE | Board Member | 0.6% of Rev | ||
| JOHN HADITY | Board President | — | ||
| ALAN KORNBERG | Board President | — | ||
| MARK GUDE | Board President | — | ||
| AMY STURSBERG | Board President | — | ||
| RICHARD SHEEHAN | Treasurer | — | ||
| JEFFREY LAWHORN | Secretary | — | ||
| RUTH FISHER | Board Member | — | ||
| MICHAEL GRAZIANO | Board Member | — | ||
| MICHAEL HORMEL | Board Member | — | ||
| SCOTT JOHNSON | Board Member | — | ||
| ERIKA KRAMER | Board Member | — | ||
| GARY RESSLER | Board Member | — | ||
| GEORGE SLOWIK | Board Member | — | ||
| LORI STEINBERG | Board Member | — | ||
| DEBORAH TAYLOR | Board Member | — | ||
| GRETCHEN TIBBITS | Board Member | — | ||
| AARON WALTON | Board Member | — | ||
| TIMOTHY WU | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATTHEW JOSLYN | Executive Director | 8.5% of Rev | ||
| MOISES KAUFMAN | Artistic Director | 8.0% of Rev | ||
| JOHN HADITY | CHAIRMAN | — | ||
| ALAN KORNBERG | Board President | — | ||
| MARK GUDE | Board President | — | ||
| RICHARD SHEEHAN | Treasurer | — | ||
| AMY STURSBERG | Secretary | — | ||
| MICHAEL GRAZIANO | Board Member | — | ||
| DEBORAH TAYLOR | Board Member | — | ||
| JEFFREY LAHOSTE | Board Member | — | ||
| JEFFREY LAWHORN | Board Member | — | ||
| JEFFREY RESSLER | Board Member | — | ||
| GRETCHEN TIBBITS | Board Member | — | ||
| BARBARA WHITMAN | Board Member | — | ||
| TIMOTHY WU | Board Member | — | ||
| RUTH FISHER | Board Member | — | ||
| SCOTT JOHNSON | Board Member | — | ||
| GEORGE SLOWIK JR | Board Member | — | ||
| LORI STEINBERG | Board Member | — | ||
| AARON WALTON | Board Member | — | ||
| COLIN GREER | Board Member | — | ||
| ERIKA KRAMER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matthew Joslyn | Executive Dir. | 7.1% of Rev | ||
| Moises Kaufman | Artistic Director | 6.5% of Rev | ||
| Jeffrey LaHoste | Board Member | 0.1% of Rev | ||
| John Hadity | Chairman | — | ||
| Alan Kornberg | Board President | — | ||
| Mark Gude | Board President | — | ||
| Richard Sheehan | Treasurer | — | ||
| Amy Stursberg | Secretary | — | ||
| Michael Graziano | Board Member | — | ||
| Deborah Barrera | Board Member | — | ||
| Jeffrey Lawhorn | Board Member | — | ||
| Jeffrey Ressler | Board Member | — | ||
| Gretchen Tibbits | Board Member | — | ||
| Barbara Whitman | Board Member | — | ||
| Tim Wu | Board Member | — | ||
| Ruth Fisher | Board Member | — | ||
| Scott Johnson | Board Member | — | ||
| George Slowik Jr | Board Member | — | ||
| Lori Steinberg | Board Member | — | ||
| Aaron Walton | 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 20.1% 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.