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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 11.0% | 40 | Financially Distressed | Recovery | |
| 2021 | — | — | 13.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 13.9% | 42 | Fragile | Recovery | |
| 2019 | — | — | 12.2% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 17.1% | 35 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 18.8% | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 21.6% | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 15.4% | 41 | Fragile | Recovery | |
| 2014 | — | — | 20.8% | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 18.2% | 43 | Fragile | Stable Watch | |
| 2012 | — | — | 28.9% | 42 | Governance-Stressed | Recovery | |
| 2011 | — | — | 20.1% | 37 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KYLE CROFT | EXECUTIVE DI | 12.2% of Rev | ||
| KYLE CROFT | EXECUTIVE DI | 11.6% of Rev | ||
| DR DANIEL S BERGER | Board Member | — | ||
| NAYLAND BLAKE | Board Member | — | ||
| MARGUERITE VAN COOK | Board President | — | ||
| CARLOS GUTIERREZ-SOLANA | Treasurer | — | ||
| JIM HODGES | Board Member | — | ||
| MARQUES MCCLARY | Board Member | — | ||
| WENDY OSLOFF | VICE PRESIDE | — | ||
| MARGUERITE VAN COOK | Board President | — | ||
| CARLOS GUTIERREZ-SOLANA | Treasurer | — | ||
| MARK QUIGLEY | Treasurer | — | ||
| KATHERINE CHEAIRS | Secretary | — | ||
| ANTONIO SERGIO BESSA | Board Member | — | ||
| NAYLAND BLAKE | Board Member | — | ||
| JIM HODGES | Board Member | — | ||
| RICARDO MONTEZ | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ESTHER MCGOWAN | EXECUTIVE DIR | 11.0% of Rev | ||
| ERIC SHINER | Board President | — | ||
| CARLOS GUTIERREZ-SOLANA | Treasurer | — | ||
| URSULA DAVILA-VILLA | Secretary | — | ||
| NAYLAND BLAKE | Board Member | — | ||
| LAUREN WITTLES | Board Member | — | ||
| MARGUERITE VAN COOK | Board Member | — | ||
| PAMELA SNEED | Board Member | — | ||
| PATRICK OWENS | Board Member | — | ||
| MICHAEL PALEY | Board Member | — | ||
| WENDY OLSOFF | Board Member | — | ||
| MICHAEL PALEY | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ESTHER MCGOWAN | Executive Director | 10.3% of Rev | ||
| NAYLAND BLAKE | Board Member | — | ||
| CARLOS GUTIERREZ-SOLANA | Treasurer | — | ||
| ERIC SHINER | Board President | — | ||
| LAUREN WITTLES | Board Member | — | ||
| MARGUERITE VAN COOK | Board Member | — | ||
| PAMELA SNEED | Board Member | — | ||
| PATRICK OWENS | Board Member | — | ||
| MICHAEL PALEY | Board Member | — | ||
| URSULA DAVILA-VILLA | Secretary | — | ||
| WENDY OLSOFF | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ESTHER MCGOWAN | Executive Director | 9.7% of Rev | ||
| AUSTEN BRANDFORD | Board Member | — | ||
| CARLOS GUTIERREZ-SOLANA | Treasurer | — | ||
| ERIC SHINER | Board President | — | ||
| JENNIFER MORTON | Board President | — | ||
| LAUREN WITTLES | Board Member | — | ||
| MARGUERITE VAN COOK | Board Member | — | ||
| PAMELA SNEED | Board Member | — | ||
| PATRICK OWENS | Board Member | — | ||
| RALPH RANDAZZO | Board Member | — | ||
| URSULA DAVILA-VILLA | Board Member | — | ||
| WENDY OLSOFF | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 12 other orgs in NY with NTEE prefix A4.
Most-divergent component: program score sits 23 points above the peer median (60 vs. 37).
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 11.0% 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:
- 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.