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
30
Score
Governance
42
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 | — | — | 36.3% | 30 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 13.9% | 37 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 66.7% | 24 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 23.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 13.6% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 15.5% | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 14.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 14.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 14.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 13.9% | 38 | Fragile | Stable Watch | |
| 2013 | — | — | 13.6% | 38 | Fragile | Stable Watch | |
| 2012 | — | — | 13.1% | 38 | Fragile | Recovery | |
| 2011 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | 12.2% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSEPH OWENS | FORMER GENERAL MANAGER | 24.4% of Rev | ||
| MICHAEL J HARNETT | FORMER GENERAL MANAGER | 21.7% of Rev | ||
| JOSEPH OWENS | GENERAL MANAGER | 14.6% of Rev | ||
| J TRUMAN BIDWELL JR | Board President | — | ||
| DUNCAN MCKAY | Board Member | — | ||
| JOHN BREWER | Board Member | — | ||
| DAVID BARRETT | Secretary | — | ||
| SUSAN B CLEARWATER | Board Member | — | ||
| RANDALL BENNETT STROSSEN | Board Member | — | ||
| KRISTEN E KOVNER | Board Member | — | ||
| VIVIANNE LAKE | Board Member | — | ||
| GERALD MALONE | Treasurer | — | ||
| RICHARD MILLER | Board Member | — | ||
| TREVOR STEWART | Board Member | — | ||
| J TRUMAN BIDWELL JR | Board President | — | ||
| SUSAN B CLEARWATER | Board Member | — | ||
| RICHARD MILLER JR ESQ | Board Member | — | ||
| TREVOR STEWART | Board Member | — | ||
| JOHN BREWER | Board Member | — | ||
| DAVID BARRETT | Secretary | — | ||
| GERALD MALONE | Treasurer | — | ||
| KRISTIN E KOVNER | Board Member | — | ||
| DUNCAN MCKAY | Board Member | — | ||
| VIVANNE LAKE | Board Member | — | ||
| RANDALL BENNETT STROSSEN | Board Member | — | ||
| WILLIAM GOODENOUGH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL J HARNETT | GENERAL MANAGER | 16.3% of Rev | ||
| J TRUMAN BIDWELL JR | Board President | — | ||
| DUNCAN MCKAY | Board Member | — | ||
| JOHN BREWER | Board Member | — | ||
| DAVID BARRETT | Board Member | — | ||
| SUSAN B CLEARWATER | Board Member | — | ||
| RANDALL BENNETT STROSSEN | Board Member | — | ||
| KRISTIN E KOVNER | Board Member | — | ||
| VIVIANNE LAKE | Board Member | — | ||
| GERALD MALONE | Treasurer | — | ||
| RICHARD MILLER | Board Member | — | ||
| DAVID R OWEN | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL J HARNETT | GENERAL MANAGER | 22.1% of Rev | ||
| J TRUMAN BIDWELL JR | Board President | — | ||
| WILLIAM C SCOTT | Board President | — | ||
| DOUGLAS BARNET | Board Member | — | ||
| JOHN BREWER | Board Member | — | ||
| DIANA REID CHAZAUD | Board Member | — | ||
| SUSAN B CLEARWATER | Board Member | — | ||
| FRANCIS J HARVEY JR | Board Member | — | ||
| KRISTIN E KOVNER | Board Member | — | ||
| VIVIANNE LAKE | Board Member | — | ||
| GERALD MALONE | Treasurer | — | ||
| RICHARD MILLER | Board Member | — | ||
| DAVID R OWEN | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL J HARNETT | GENERAL MANAGER | 25.0% of Rev | ||
| GIOVANI D FAVRETTI | Board Member | — | ||
| FRANCIS J HARVEY JR | Board Member | — | ||
| KRISTIN E KOVNER | Board Member | — | ||
| SARAH MOULTON FAUX | Board Member | — | ||
| DOUGLAS BARNET | Board Member | — | ||
| J TRUMAN BIDWELL JR | Board President | — | ||
| WILLIAM C SCOTT | Board President | — | ||
| ROBERT R GLAUBER | Treasurer | — | ||
| DAVID R OWEN | Secretary | — | ||
| JOHN BREWER | Board Member | — | ||
| DIANA REID CHAZAUD | Board Member | — | ||
| SUSAN B CLEARWATER | 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
42 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
30 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 36.3% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 36.3% to under 22% of revenue — would move governance score by ~29 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.