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 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 4.4% | 35 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 4.3% | 35 | Financially Distressed | Recovery | |
| 2020 | — | — | 17.7% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 4.8% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 6.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 7.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 6.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 7.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 6.9% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 6.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 6.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 6.1% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN SAUNDERS | Artistic Director | 6.7% of Rev | ||
| PAUL COLARUSSO | Board President | — | ||
| RALPH AMBROSIO RESIGNED 9-8-24 | VICE PRESIDE | — | ||
| CLINT WHITTEMORE RESIGNED 9-25-24 | Treasurer | — | ||
| KRISTEN CLARK BIELEFELDT | Treasurer | — | ||
| MURIEL FAXON RESIGNED 9-25-24 | Secretary | — | ||
| MEG DOOLEY RESIGNED 9-25-24 | Board Member | — | ||
| BRIAN WAGNER RESIGNED 9-25-24 | Board Member | — | ||
| ELIZABETH MCGUIRE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN SAUNDERS | Artistic Director | 3.9% of Rev | ||
| PAUL COLARUSSO | Board President | — | ||
| RALPH AMBROSIO | VICE PRESIDE | — | ||
| CLINT WHITTEMORE | Treasurer | — | ||
| MURIEL FAXON | Secretary | — | ||
| MEG DOOLEY | Board Member | — | ||
| KRISTEN CLARK BIELEFELDT | Board Member | — | ||
| BRIAN WAGNER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN SAUNDERS | Artistic Director | 3.8% of Rev | ||
| PAUL COLARUSSO | Board President | — | ||
| CLINT WHITTEMORE | Vice President | — | ||
| MURIEL FAXON | Treasurer | — | ||
| MEG DOOLEY | Board Member | — | ||
| RALPH AMBROSIO | 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
- 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.