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
37
Score
Governance
45
Score
Financial
15
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 23.3% | 37 | Financially Distressed | Recovery | |
| 2022 | — | — | 18.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 13.3% | 44 | Fragile | Recovery | |
| 2020 | — | — | 19.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 14.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | 13.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 13.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 13.1% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 16.1% | 37 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 24.6% | 33 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 21.3% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Mayer | Board Member | — | ||
| Gabriela Mosquera | Board Member | — | ||
| Margaret Triplo | Board Member | — | ||
| Harry Morgan DC | Board Member | — | ||
| James Thompson | Board Member | — | ||
| Renee Watson | Board Member | — | ||
| Charles Cusick | Board Member | — | ||
| Greg Harr | Board Member | — | ||
| Angela Kosar | Board Member | — | ||
| Alexia Stones | Board Member | — | ||
| Jenna Buretta | Board Member | — | ||
| John P Williams | Board Member | — | ||
| Mary Kay Shea | Board President | — | ||
| Frank Odri | Treasurer | — | ||
| Stephanie Filippo McCarthy | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH GAFGEN | Board Member | 12.0% of Rev | ||
| ERICA HARR | Artistic Director | 11.3% of Rev | ||
| MARY KAY SHEA | Board President | — | ||
| FRANK ODRI | Treasurer | — | ||
| DENISE CHRISTINZIO | Secretary | — | ||
| DAVID MAYER | Board Member | — | ||
| GABRIELA MOSQUERA | Board Member | — | ||
| MARGARET TRIPOLO | Board Member | — | ||
| HARRY MORGAN DC | Board Member | — | ||
| JAMES THOMPSON | Board Member | — | ||
| RENEE WATSON | Board Member | — | ||
| CHARLES CUSICK | Board Member | — | ||
| STEPHANIE FILIPPO MCCARTHY | Board Member | — | ||
| GREG HARR | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSEPH BRETSCHNEIDER | Executive Director | 10.2% of Rev | ||
| EDWARD FISCELLA | Board Member | 10.2% of Rev | ||
| JOSEPH BRETSCHNEIDER | Executive Director | 7.6% of Rev | ||
| EDWARD FISCELLA | Board Member | 7.6% of Rev | ||
| DAVID MAYER | Board Member | — | ||
| GABRIELA MOSQUERA | Board Member | — | ||
| MARGARET TRIPOLO | Board Member | — | ||
| HARRY MORGAN DC | Board Member | — | ||
| JAMES THOMPSON | Board Member | — | ||
| RENEE WATSON | Board Member | — | ||
| CHARLES CUSICK | Board Member | — | ||
| STEPHANIE FILIPPO MCCARTHY | Board Member | — | ||
| GREG HARR | Board Member | — | ||
| SARAH GAFGEN | Board Member | — | ||
| MARY KAY SHEA | Board President | — | ||
| FRANK ODRI | Treasurer | — | ||
| DENISE CHRISTINZIO | Secretary | — | ||
| DAVID MAYER | Board Member | — | ||
| GABRIELA MOSQUERA | Board Member | — | ||
| MARGARET TRIPOLO | Board Member | — | ||
| HARRY MORGAN DC | Board Member | — | ||
| JAMES THOMPSON | Board Member | — | ||
| RENEE WATSON | Board Member | — | ||
| CHARLES CUSICK | Board Member | — | ||
| STEPHANIE FILIPPO MCCARTHY | Board Member | — | ||
| GREG HARR | Board Member | — | ||
| MARY KAY SHEA | Board President | — | ||
| FRANK ODRI | Treasurer | — | ||
| DENISE CHRISTINZIO | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSEPH BRETSCHNEIDER | EXECUTIVE DI | 8.0% of Rev | ||
| EDWARD FISCELLA | Board Member | 8.0% of Rev | ||
| DENISE CHRISTINZIO | Secretary | — | ||
| CHARLES CUSICK | Board Member | — | ||
| HARRY MORGAN DC | Board Member | — | ||
| STEPHANIE FILIPPO | Board Member | — | ||
| GREGORY HARR | Board Member | — | ||
| DAVID MAYER | Board Member | — | ||
| GABRIELA MOSQUERA | Board Member | — | ||
| FRANK ODRI | Vice President | — | ||
| MARY KAY SHEA | Board President | — | ||
| JAMES THOMPSON | Board Member | — | ||
| MARGARET TRIPLO | Board Member | — | ||
| RENEE WATSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EDWARD FISCELLA | Board Member | 10.2% of Rev | ||
| JOSEPH BRETSCHNEIDER | EXECUTIVE DI | 10.2% of Rev | ||
| DENISE CHRISTINZIO | Secretary | — | ||
| CHARLES CUSICK | Board Member | — | ||
| HARRY MORGAN DC | Board Member | — | ||
| STEPHANIE FILIPPO | Board Member | — | ||
| DAVID MAYER | Board Member | — | ||
| GABRIELA MOSQUERA | Board Member | — | ||
| FRANK ODRI | Vice President | — | ||
| MARY KAY SHEA | Board President | — | ||
| JAMES THOMPSON | Board Member | — | ||
| MARGARET TRIPLO | Board Member | — | ||
| RENEE WATSON | 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
15 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
37 / 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: program score sits 34 points above the peer median (60 vs. 26).
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 23.3% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.