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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 10.7% | 31 | Critical Intervention Needed | Stable Watch | |
| 2023 | Hidden | Hidden | 13.7% | 31 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 27.8% | 24 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 19.4% | 35 | Financially Distressed | Recovery | |
| 2020 | — | — | 20.4% | 27 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 11.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 11.1% | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 11.8% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 12.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 13.0% | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 11.5% | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 11.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 11.3% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brishen Miller | Artistic Director | 10.7% of Rev | ||
| Cheri Hennessy | Board Member | — | ||
| Elvin Montero | Board Member | — | ||
| Caroline Wylie | Board President | — | ||
| Jim Gordon | Board Member | — | ||
| Chris Martin | Treasurer | — | ||
| Brian Joyce | Board Member | — | ||
| Marelyn Rivera | Board Member | — | ||
| Matthew Cooper | Board Member | — | ||
| Joan Mercantini | Board Member | — | ||
| Marcia Jaffe | Board Member | — | ||
| Alexis Morgan | Board Member | — | ||
| Sheree Campbell | Secretary | — | ||
| Darren Green | Board Member | — | ||
| Beth Reddy | Board Member | — | ||
| Rachel Brenna | Board Member | — | ||
| D Vance Smith | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| C Ryanne Domingues | Artistic Director | 10.3% of Rev | ||
| Brishen Miller | Executive Director | 8.2% of Rev | ||
| Cheri Hennessy | Board Member | — | ||
| Elvin Montero | Board Member | — | ||
| Caroline Wylie | Board President | — | ||
| Jim Gordon | Board Member | — | ||
| John Hatch | Board Member | — | ||
| Brian Joyce | Board Member | — | ||
| Marelyn Rivera | Board Member | — | ||
| Matthew Cooper | Board Member | — | ||
| Joan Mercantini | Treasurer | — | ||
| Sheree Campbell | Secretary | — | ||
| Beth Reddy | Board Member | — | ||
| D Vance Smith | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Damion Parran | Executive Director | 9.3% of Rev | ||
| C Ryanne Domingues | Artistic Director | 7.3% of Rev | ||
| Valerie Cheh | Board Member | — | ||
| Elvin Montero | Board Member | — | ||
| Caroline Wylie | Board President | — | ||
| Jim Gordon | Board Member | — | ||
| John Hatch | Board Member | — | ||
| Brian Joyce | Board Member | — | ||
| Marelyn Rivera | Board Member | — | ||
| Matthew Cooper | Board Member | — | ||
| Joan Mercantini | Treasurer | — | ||
| Patricia Rodeawald | Board President | — | ||
| Judith Wooldridge | Board Member | — | ||
| Euen Gunn | Board Member | — | ||
| Yvette Lanneaux | Board Member | — | ||
| Beth Reddy | Board Member | — | ||
| D Vance Smith | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 249 other orgs in NJ with NTEE prefix A6.
Most-divergent component: financial score sits 48 points below the peer median (0 vs. 48).
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 10.7% 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.