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
43
Score
Governance
58
Score
Financial
20
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 4.7% | 43 | Fragile | Decline Risk | |
| 2022 | — | — | 5.0% | 44 | Fragile | Stable Watch | |
| 2021 | — | — | 6.0% | 44 | Fragile | Recovery | |
| 2020 | — | — | 7.4% | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 7.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 6.0% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAHRA BUSS | Executive Director | 5.3% of Rev | ||
| KAHRA BUSS | Executive Director | 4.7% of Rev | ||
| BRUCE SMITH | Board President | — | ||
| JESSICA SANT | Board President | — | ||
| SCOTT MERKLE | Treasurer | — | ||
| BRENT THOMPSON | Secretary | — | ||
| PROTIMA BANERJEE | Board Member | — | ||
| HOPE HORWITZ | Board Member | — | ||
| SHARON XIAOYUN HOU | Board Member | — | ||
| CLAUDIA MASTROBUONO | Board Member | — | ||
| KATY RESCH | Board Member | — | ||
| MEGAN BALAREZO RICKBORN | Board Member | — | ||
| LYDIA P SHECKELS | Board Member | — | ||
| KEISHA TAYLOR | Board Member | — | ||
| CHRISTIAN SAFFICI | Board President | — | ||
| BRENT THOMPSON | Board Member | — | ||
| BRUCE SMITH | Board President | — | ||
| SCOTT MERKLE | Treasurer | — | ||
| HOPE HOROWITZ | Board Member | — | ||
| MATTHEW KANE LEFT 22024 | Board Member | — | ||
| KEVIN KELLY LEFT 22024 | Board Member | — | ||
| KATHRYN MYERS LEFT 22024 | Board Member | — | ||
| JESSICA SANT | Secretary | — | ||
| HALA SHAWAF BARSON | Board Member | — | ||
| KEISHA TAYLOR | Board Member | — | ||
| MEGAN BALAREZO | Board Member | — | ||
| CARMINE VALENTINO | Board Member | — | ||
| SHARON XIAOYUN HOU | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAHRA BUSS | Executive Director | 4.0% of Rev | ||
| MELISSA BLANTON | Treasurer | — | ||
| MEGHAN CRNIC LEFT APR 22 | Secretary | — | ||
| SHARLA FRANKO FLOYD | Board Member | — | ||
| SHARON XIAOYUN HOU | Board Member | — | ||
| MATTHEW KANE | Board Member | — | ||
| CHRISTIAN SAFFICI | Board President | — | ||
| CARMINE VALENTINO | Board Member | — | ||
| MEGAN BALAREZO | Board President | — | ||
| ALISON D MANNING | Board Member | — | ||
| MUNIRA WELLS | Board Member | — | ||
| KEVIN KELLY | Board Member | — | ||
| SCOTT MERKLE | Board Member | — | ||
| BRUCE SMITH | Board Member | — | ||
| HALA SHAWAF BARSON | Board Member | — | ||
| LISA STUART LEFT OCT 21 | Board Member | — | ||
| PRISCILLA HOPKINS-SMITH LEFT NOV 21 | Board Member | — | ||
| VEDRA CHANDLER LEFT OCT 21 | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAHRA BUSS | Executive Director | 4.1% of Rev | ||
| MELISSA BLANTON | Treasurer | — | ||
| MEGHAN CRNIC | Secretary | — | ||
| SHARLA FRANKO FLOYD | Board Member | — | ||
| SHARON XIAOYUN HOU | Board Member | — | ||
| MATTHEW KANE | Board Member | — | ||
| CHRISTIAN SAFFICI | Board President | — | ||
| CARMINE VALENTINO | Board President | — | ||
| MEGAN BALAREZO | Board Member | — | ||
| VEDRA CHANDLER | Board Member | — | ||
| PRISCILLA HOPKINS-SMITH | Board Member | — | ||
| ALISON D MANNING | Board Member | — | ||
| LISA STUART | Board Member | — | ||
| MUNIRA WELLS | Board Member | — | ||
| ALISON S GRIFFIN | Board Member | — | ||
| HOPE HORWITZ | 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
20 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
43 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 7 other orgs in NJ with NTEE prefix A0.
Most-divergent component: financial score sits 51 points below the peer median (20 vs. 71).
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 4.7% 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.