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 | Hidden | Hidden | — | 38 | Financially Distressed | Stable Watch | |
| 2022 | — | — | 2.9% | 41 | Financially Distressed | Recovery | |
| 2021 | — | — | 1.7% | 37 | Financially Distressed | Stable Watch | |
| 2020 | — | — | 7.1% | 36 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 3.8% | 41 | Financially Distressed | Recovery | |
| 2018 | — | — | 3.7% | 37 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 4.7% | 45 | Fragile | Recovery | |
| 2016 | — | — | 5.4% | 40 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 5.7% | 40 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 4.7% | 41 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 4.3% | 41 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 4.4% | 41 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 4.8% | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Sophir | Executive Director | 5.5% of Rev | ||
| Stephanie Herm | COO | 4.7% of Rev | ||
| Ronald Goss | Treasurer | 3.3% of Rev | ||
| Cathy Sanders | CDO | 3.0% of Rev | ||
| Scott Blau | Board Member | — | ||
| Sarah Bullock | Board Member | — | ||
| Jody Grossman | Board Member | — | ||
| Kathy Neustadt | Board Member | — | ||
| Steve Replin | Board Member | — | ||
| Megan Seff | Board President | — | ||
| Mark Goldstein | Board Member | — | ||
| Terry Rubin | Board Member | — | ||
| Ed Nekritz | Board President | — | ||
| Jarrod Markman | Board Member | — | ||
| Cooper Kaminsky | Board Member | — | ||
| David Back | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIKE SOPHIR | Executive Director | 4.9% of Rev | ||
| STEPHANIE HERM | COO | 3.9% of Rev | ||
| RONALD GOSS | Treasurer | 3.1% of Rev | ||
| CATHY SANDERS | CDO | 2.6% of Rev | ||
| MARK GOLDSTEIN | Board Member | — | ||
| JODY GROSSMAN | Board Member | — | ||
| JENNIFER KORMAN | Board Member | — | ||
| ED NEKRITZ | JCC BOARD OF | — | ||
| KATHY NEUSTADT | PAST BOARD C | — | ||
| STEVE REPLIN | Board Member | — | ||
| TERRY RUBIN | Board Member | — | ||
| MEGAN SEFF | Board President | — | ||
| LISA TAUSSIG | Board Member | — | ||
| JULIE TURKEN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARA KNUETTEL | Executive Director | 4.9% of Rev | ||
| MEREDITH FRIEDMAN | CDO | 1.3% of Rev | ||
| STEVE WILSON | Artistic Director | 1.3% of Rev | ||
| GRAHAM PATTERSON | Treasurer | 1.0% of Rev | ||
| STEPHANIE HERM | COO | 0.2% of Rev | ||
| KATHY NEUSTADT | Board President | — | ||
| MEGAN SEFF | Treasurer | — | ||
| STEVE REPLIN | Board Member | — | ||
| TERRY RUBIN | Board Member | — | ||
| JULIE TURKEN | Board Member | — | ||
| LISA TAUSSIG | Board Member | — | ||
| ANN GELDZAHLER | Board Member | — | ||
| FRED GLICK | Board Member | — | ||
| JENNIFER KORMAN | Board Member | — | ||
| JODY GROSSMAN | Board Member | — | ||
| NANCY ALTERMAN | Board Member | — | ||
| ROBIN GLICKSTEIN | Board Member | — | ||
| BETSY MORDECAI HEYMAN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 36 other orgs in CO with NTEE prefix A2.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
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
- 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.