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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 17.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 11.2% | 38 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 13.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 12.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 11.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 11.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 11.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 10.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 7.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 6.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 6.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 7.0% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 20.8% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANTHONY C BALL | Executive Director | 11.6% of Rev | ||
| SHARON HITE | Board President | — | ||
| GREGORY PARSONS | Treasurer | — | ||
| DR C CHRISTINE WHEELER | Secretary | — | ||
| DR EILEEN K CUTLER | Board Member | — | ||
| DR GARRETT T DESMAN | Board Member | — | ||
| ELLIOTT FORREST | Board Member | — | ||
| KAREN SW FRIEDMAN | Board Member | — | ||
| MARY E KEEGAN | Board Member | — | ||
| CAROLINE WALL | Board Member | — | ||
| JOAN RUDEL WEINREICH PHD | Board Member | — | ||
| NANCY SCHWARTZ-WEINSTOCK | Board Member | — | ||
| GEORGE R YOUNG JR | Board Member | — | ||
| JOANNE BERNSTEIN-COHEN | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOANNE BERNSTEIN-COHEN | Executive Director | 17.6% of Rev | ||
| SHARON HITE | Board President | — | ||
| GREGORY PARSONS | Treasurer | — | ||
| DR C CHRISTINE WHEELER | Secretary | — | ||
| DR EILEEN K CUTLER | Board Member | — | ||
| DR GARRETT T DESMAN | Board Member | — | ||
| ELLIOT FORREST | Board Member | — | ||
| KAREN SW FRIEDMAN | Board Member | — | ||
| MARY E KEEGAN | Board Member | — | ||
| WILLIAM S OHLEMEYER ESQ | Board Member | — | ||
| NANCY SCHWARTZ-WEINSTOCK | Board Member | — | ||
| JOAN RUDEL WEINREICH PHD | Board Member | — | ||
| GEORGE R YOUNG JR | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOANNE BERNSTEIN-COHEN | Executive Director | 17.6% of Rev | ||
| SHARON HITE | Board President | — | ||
| GREGORY PARSONS | Treasurer | — | ||
| DR C CHRISTINE WHEELER | Secretary | — | ||
| DR EILEEN K CUTLER | Board Member | — | ||
| DR GARRETT T DESMAN | Board Member | — | ||
| ELLIOT FORREST | Board Member | — | ||
| KAREN SW FRIEDMAN | Board Member | — | ||
| SAMANTHA HITE | Board Member | — | ||
| MARY E KEEGAN | Board Member | — | ||
| WILLIAM S OHLEMEYER ESQ | Board Member | — | ||
| CAROL D SCHAEFER | Board Member | — | ||
| JOAN RUDEL WEINREICH PHD | Board Member | — | ||
| GEORGE R YOUNG JR | Board Member | — |
Score breakdown
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: financial score sits 31 points below the peer median (0 vs. 31).
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.
Overall score has gone from 32 → 31 over 5 years (declining by 1 points).
What's driving this score
- Comp-to-revenue ratio of 17.7% 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.