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
39
Score
Governance
45
Score
Financial
20
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 17.1% | 39 | Fragile | Recovery | |
| 2022 | — | — | 14.5% | 38 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 42 | Fragile | Recovery | |
| 2020 | — | — | 20.9% | 41 | Fragile | Recovery | |
| 2019 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK MORGANELLI | Executive Director | 9.8% of Rev | ||
| MARK MORGANELLI | Executive Director | 9.8% of Rev | ||
| ELLEN PRIOR | CHIEF OPERATING OFFICER | 8.4% of Rev | ||
| ELLEN PRIOR | CHIEF OPERATING OFFICER | 8.4% of Rev | ||
| SARA LANGBERT | Board President | — | ||
| JOHN GUNTHER-MOHR | Board President | — | ||
| ZACHARY CARTER | Board Member | — | ||
| EVAN CHARKES | Board Member | — | ||
| MATTHEW COOLEEN | Board Member | — | ||
| ROBERT GRAEF | Board Member | — | ||
| ROBIN BELL-STEVENS | Board Member | — | ||
| NEIL BENSON | Board Member | — | ||
| RAYNALD LEVEQUE | Board Member | — | ||
| ANTHONY MACELI | Board Member | — | ||
| PAULA ROMANOW ETZEL | Board Member | — | ||
| ADAM R ROSE | Board Member | — | ||
| KATHRYN SLOCUM | Board Member | — | ||
| BARRY STRUTT | Board Member | — | ||
| DENISE DURHAM WILLIAMS | Board Member | — | ||
| SARA LANGBERT | Board President | — | ||
| JOHN GUNTHER-MOHR | Board President | — | ||
| ZACHARY CARTER | Board Member | — | ||
| EVAN CHARKES | Board Member | — | ||
| MATTHEW COOLEEN | Board Member | — | ||
| ROBERT GRAEF | Board Member | — | ||
| ROBIN BELL-STEVENS | Board Member | — | ||
| NEIL BENSON | Board Member | — | ||
| RAYNALD LEVEQUE | Board Member | — | ||
| ANTHONY MACELI | Board Member | — | ||
| PAULA ROMANOW ETZEL | Board Member | — | ||
| ADAM R ROSE | Board Member | — | ||
| KATHRYN SLOCUM | Board Member | — | ||
| BARRY STRUTT | Board Member | — | ||
| DENISE DURHAM WILLIAMS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK MORGANELLI | EXEC. DIRECT | 6.5% of Rev | ||
| ELLEN PRIOR | CHIEF OPERAT | 5.6% of Rev | ||
| ROBIN BELL-STEVENS | Board Member | — | ||
| NEIL BENSON | Board Member | — | ||
| ZACH CARTER | Board Member | — | ||
| EVAN CHARKES | Board Member | — | ||
| PAULA ETZEL | Board Member | — | ||
| ROBERT GRAEF | Board Member | — | ||
| JOHN GUNTHER-MOHR | BOARD PRESID | — | ||
| SARA LANGBERT | Board Member | — | ||
| KATHRYN SLOCUM | Board Member | — | ||
| BARRY STRUTT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK MORGANELLI | EXEC. DIRECT | 5.9% of Rev | ||
| ELLEN PRIOR | Executive Director | 3.0% of Rev | ||
| PAULA ETZEL | Board Member | — | ||
| MONICA GETZ | Board Member | — | ||
| ROBERT GRAEF | Board Member | — | ||
| JOHN GUNTHER-MOHR | BOARD PRESID | — | ||
| SARA LANGBERT | Board Member | — | ||
| ED RUTLAND | Board Member | — | ||
| KATHRYN SLOCUM | Board Member | — | ||
| BARRY STRUTT | 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
20 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
39 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 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 17.1% 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.