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
33
Score
Governance
45
Score
Financial
15
Score
Program
45
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
2025
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 | — | — | 15.3% | 33 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 20.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 23.6% | 35 | Fragile | Recovery | |
| 2021 | — | — | 27.2% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 31.5% | 23 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 21.2% | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 25.2% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2015 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | — | 18 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES VAGIAS | Artistic Director | 15.3% of Rev | ||
| STEPHEN SCHNALL | Board President | — | ||
| DIANE PARKER | CO- VICE PRE | — | ||
| ALAN ROSEMAN | Board President | — | ||
| ADAM LOEHNER | Treasurer | — | ||
| DIANE BLANC RYAN | Secretary | — | ||
| DR ZEON CHRISTODOULOU | Board Member | — | ||
| PAUL LOSACCO | Board Member | — | ||
| ALYSON NASH | Board Member | — | ||
| MADHU PAI | Board Member | — | ||
| MICHELE PAWK | Board Member | — | ||
| STEPHEN RODNER | Board Member | — | ||
| ROBERT JESS ROTH | Board Member | — | ||
| CHRIS SMITH | Board Member | — | ||
| LARRY SOBIN | Board Member | — | ||
| DEIRDRE GUICE MINOR | Board Member | — | ||
| LYNNE B WHITMAN | Board Member | — | ||
| MARY BETH WILMIT | Board Member | — | ||
| RICK SORDELET | Board Member | — | ||
| JOSEPH MANCUSO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES VAGIAS | Artistic Director | 16.5% of Rev | ||
| JAMES VAGIAS | Artistic Director | 16.5% of Rev | ||
| MICHELE PAWK | PRISIDENT | — | ||
| STEPHEN SCHNALL | VICE PRESIDE | — | ||
| LARRY SOBIN | Treasurer | — | ||
| DIANE BLANC RYAN | Secretary | — | ||
| ALYSON NASH | Board Member | — | ||
| ROBERT JESS ROTH | Board Member | — | ||
| MICHELLE BERGMAN | Board Member | — | ||
| CHRIS SMITH | Board Member | — | ||
| JORDAN YUELYS | Board Member | — | ||
| MARY BETH WILMIT | Board Member | — | ||
| AMALY HOMER | Board Member | — | ||
| ZENON CHRISTODOULOU | Board Member | — | ||
| ALAN ROSEMAN | Board Member | — | ||
| STEPHEN RODNER | Board Member | — | ||
| LYNNE WHITMAN | Board Member | — | ||
| MICHELE PAWK | PRISIDENT | — | ||
| STEPHEN SCHNALL | VICE PRESIDE | — | ||
| LARRY SOBIN | Treasurer | — | ||
| DIANE BLANC RYAN | Secretary | — | ||
| ALYSON NASH | Board Member | — | ||
| ROBERT JESS ROTH | Board Member | — | ||
| MICHELLE BERGMAN | Board Member | — | ||
| CHRIS SMITH | Board Member | — | ||
| DIANE PARKER | Board Member | — | ||
| MARY BETH WILMIT | Board Member | — | ||
| AMALY HOMER | Board Member | — | ||
| ZENON CHRISTODOULOU | Board Member | — | ||
| ALAN LOEHNER | Board Member | — | ||
| STEPHEN RODNER | Board Member | — | ||
| PATRICK TAYLOR | Board Member | — | ||
| DEIRDRE GUICE MINOR | Board Member | — | ||
| RICK SORDELET | Artistic Director | — | ||
| JOSEPH MANCUSO | Artistic Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES VAGIAS | Artistic Director | 16.5% of Rev | ||
| MICHELE PAWK | PRISIDENT | — | ||
| STEPHEN SCHNALL | VICE PRESIDE | — | ||
| LARRY SOBIN | Treasurer | — | ||
| DIANE BLANC RYAN | RECORDING SE | — | ||
| ALYSON NASH | Board Member | — | ||
| ROBERT JESS ROTH | Board Member | — | ||
| MICHELLE BERGMAN | Board Member | — | ||
| CHRIS SMITH | Board Member | — | ||
| JORDAN YUELYS | Board Member | — | ||
| MARY BETH WILMIT | Board Member | — | ||
| AMALY HOMER | Board Member | — | ||
| ZENON CHRISTODOULOU | Board Member | — | ||
| ALAN ROSEMAN | Board Member | — | ||
| STEPHEN RODNER | Board Member | — | ||
| LYNNE WHITMAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES VAGIAS | Artistic Director | 16.5% of Rev | ||
| MICHELE PAWK | PRISIDENT | — | ||
| STEPHEN SCHNALL | VICE PRESIDE | — | ||
| LARRY SOBIN | Treasurer | — | ||
| DIANE BLANC RYAN | RECORDING SE | — | ||
| ALYSON NASH | Board Member | — | ||
| ROBERT JESS ROTH | Board Member | — | ||
| MICHELLE BERGMAN | Board Member | — | ||
| CHRIS SMITH | Board Member | — | ||
| JORDAN YUELYS | Board Member | — | ||
| MARY BETH WILMIT | Board Member | — | ||
| AMALY HOMER | Board Member | — | ||
| DEIRDRE GUICE MINOR | Board Member | — | ||
| ALAN ROSEMAN | Board Member | — | ||
| STEPHEN RODNER | Board Member | — | ||
| LYNNE WHITMAN | 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
45 / 100
weight 20%
Overall
33 / 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 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 15.3% 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:
- 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.