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
34
Score
Governance
55
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | 5.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 3.1% | 35 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 4.5% | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | 3.4% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 3.6% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 3.8% | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 2.0% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 3.7% | 35 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 1.3% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 2.2% | 35 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 2.4% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ethan Stiefel | Board Member | 2.4% of Rev | ||
| Julie D Hench | Executive Dir. | 1.9% of Rev | ||
| Dawn M Dell'Omo | COO | 1.5% of Rev | ||
| Susan Croll | Chairman | — | ||
| Peter Gerry | Board Member | — | ||
| Ngoc Nguyen | Secretary | — | ||
| Melissa Marschner | Board Member | — | ||
| Ken Fredeen | Board Member | — | ||
| Ronald Blake | Treasurer | — | ||
| Nancy MacMillan | Board Member | — | ||
| Akira Bell | Board Member | — | ||
| Sue Howard | Board Member | — | ||
| Daphne Jones | Board President | — | ||
| Charles Metcalf | Board Member | — | ||
| Magrielle Eisen | Board Member | — | ||
| Penelope Lattimer | Board Member | — | ||
| Margaret Ruttenberg | Board Member | — | ||
| Jane Silverman | Board Member | — | ||
| Joel Studebaker | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Julie D Hench | Executive Dir. | 1.9% of Rev | ||
| Dawn M Dell'Omo | COO | 1.3% of Rev | ||
| Susan Croll | Board President | — | ||
| Peter Gerry | Board Member | — | ||
| Akira Bell | Board Member | — | ||
| Melissa Marschner | Board Member | — | ||
| Jo-Ann Munoz | Board Member | — | ||
| Ronald Blake | Board Member | — | ||
| Nancy MacMillan | Board Member | — | ||
| Magrielle Eisen | Board Member | — | ||
| DonnaJean Fredeen | Board President | — | ||
| Daphne Jones | Secretary | — | ||
| Charles Metcalf | Treasurer | — | ||
| Leslie Maxie | Board Member | — | ||
| Pamela Mingle | Board Member | — | ||
| Ngoc Nguyen | Board Member | — | ||
| Jeri Schaefer | Board Member | — | ||
| Jane Silverman | Board Member | — | ||
| Dan Strika | Board Member | — | ||
| Stacey Lallier | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Julie D Hench | Executive Dir. | 1.7% of Rev | ||
| Dawn M Dell'Omo | COO | 1.3% of Rev | ||
| Susan Croll | Board President | — | ||
| Akira Bell | Board Member | — | ||
| Magrielle Eisen | Board Member | — | ||
| Peter Gerry | Board Member | — | ||
| Stacey Lallier | Board Member | — | ||
| Melissa Marschner | Board Member | — | ||
| Jo-Ann Munoz | Board Member | — | ||
| Leslie Maxie | Board Member | — | ||
| Nancy MacMillan | Board Member | — | ||
| Ngoc Nguyen | Board Member | — | ||
| DonnaJean Fredeen | Chairman | — | ||
| Daphne Jones | Secretary | — | ||
| Charles Metcalf | Treasurer | — | ||
| Jeri Schaefer | Board Member | — | ||
| Jane Silverman | Board Member | — | ||
| Dan Strika | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dawn M Dell'Omo | COO | 1.8% of Rev | ||
| Julie D Hench | Executive Dir. | 1.6% of Rev | ||
| Ngoc Nguyen | Board Member | — | ||
| Jeri Schaefer | Board Member | — | ||
| Jane Silverman | Board Member | — | ||
| Melissa Marschner | Board Member | — | ||
| Jo-Ann Munoz | Board Member | — | ||
| Susan Croll | Board President | — | ||
| Nancy MacMillan | Treasurer | — | ||
| Akira Bell | Board Member | — | ||
| DonnaJean Fredeen | Board President | — | ||
| Daphne Jones | Secretary | — | ||
| Charles Metcalf | Board Member | — | ||
| Dan Strika | Board Member | — | ||
| Magrielle Elsen | Board Member | — | ||
| Peter Gerry | Board Member | — | ||
| Leslie Maxie | 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
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 175 other orgs in NJ with NTEE prefix A6.
Most-divergent component: financial score sits 34 points below the peer median (0 vs. 34).
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 5.8% 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.