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 | — | — | 24.6% | 28 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 25.3% | 21 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 44.6% | 25 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 6.1% | 39 | Fragile | Recovery | |
| 2019 | — | — | 8.1% | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 4.8% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | — | 47 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 57 | Fragile | Decline Risk | |
| 2012 | — | — | — | 61 | Stable | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILLIP PUGH | Artistic Director | 12.6% of Rev | ||
| LARISA EPPS | Executive Director | 12.0% of Rev | ||
| MEGHNA PATEL | Board President | — | ||
| ALOKA BAGCHI | Board President | — | ||
| UMAKANTH BELAHAL | Treasurer | — | ||
| SAIMA SHABAB | Secretary | — | ||
| BING-BING CHANG | Board Member | — | ||
| KAMESH CHIKKA | Board Member | — | ||
| VIKRAM JINDAL | Board Member | — | ||
| RADHA MAHAKALI | Board Member | — | ||
| CHIRAG SHAH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARISA EPPS | Executive Director | 12.5% of Rev | ||
| PHILLIP PUGH | Artistic Director | 10.6% of Rev | ||
| LARISA EPPS | Executive Director | 7.8% of Rev | ||
| PHILLIP PUGH | Artistic Director | 5.4% of Rev | ||
| MEGHNA PATEL | Board President | — | ||
| ALOKA BAGCHI | Board President | — | ||
| UMAKANTH BELAHAL | Treasurer | — | ||
| TANISHA MORGAN | Secretary | — | ||
| BING-BING CHANG | Board Member | — | ||
| KAMESH CHIKKA | Board Member | — | ||
| JOON CHUNG | Board Member | — | ||
| ERICA J HUDSON | Board Member | — | ||
| VIKRAM JINDAL | Board Member | — | ||
| RADHA MAHAKALI | Board Member | — | ||
| ALOKA BAGCHI | Board President | — | ||
| SHILPI MUKHERJEE | Treasurer | — | ||
| TANISHA MORGAN | Secretary | — | ||
| BING-BING CHANG | Board Member | — | ||
| KRISTIE CHUN | Board Member | — | ||
| JOON CHUNG | Board Member | — | ||
| RUBY HANNA | Board Member | — | ||
| VIKRAM JINDAL | Board Member | — | ||
| RADHA MAHAKALI | Board Member | — | ||
| MEGHNA PATEL | Board Member | — | ||
| TRINEICE ROBINSON-MARTIN | Board Member | — | ||
| DHANU THEJASWI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARISA EPPS | Executive Director | 5.4% of Rev | ||
| PAUL ROBERTSON | Board President | — | ||
| SHILPI MUKHERJEE | Treasurer | — | ||
| TANISHA MORGAN | Secretary | — | ||
| PHILLIP PUGH | Artistic Director | — | ||
| ALOKA BAGCHI | Board Member | — | ||
| ANNETTE BRIFFA | Board Member | — | ||
| BING-BING CHANG | Board Member | — | ||
| JOON CHUNG | Board Member | — | ||
| RUBY HANNA | Board Member | — | ||
| CATHERINE ISNARDI | Board Member | — | ||
| YEN LU | Board Member | — | ||
| MEGHNA PATEL | Board Member | — | ||
| TRINEICE ROBINSON-MARTIN | Board Member | — | ||
| DHANU THEJASWI | Board Member | — | ||
| AMY WOODWARD | Board Member | — |
Score breakdown
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 19 points below the peer median (15 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 24.6% 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.