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
24
Score
Governance
42
Score
Financial
0
Score
Program
45
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 | — | — | 26.9% | 24 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 16.6% | 26 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 47.7% | 23 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 25.1% | 23 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 30.4% | 22 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 17.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 45 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SALVATORE DI VITTORIO | Board Member | 34.1% of Rev | ||
| SANTA MARIA PECORARO | Treasurer | 4.9% of Rev | ||
| STEVEN AVARY | Board President | — | ||
| DANIEL ANGEL | Secretary | — | ||
| PAUL WEXLER | Board Member | — | ||
| GLORIA SHIA | Board Member | — | ||
| FRANK POLITANO | Board Member | — | ||
| MICHAEL KERLAN | Board Member | — | ||
| DOMENICO DECARLO | Board Member | — | ||
| DANIEL KERLAN | Board Member | — | ||
| JANE KING | Board President | — | ||
| CHRIS BATZ | Board Member | — | ||
| JASON WETZEL | Board Member | — | ||
| CHRIS CORTES | Board Member | — | ||
| MONICA MALPASS ROT OFF 1124 | Board Member | — | ||
| JANE MILLARD ROT OFF 425 | Board Member | — | ||
| ANA FORSHAW ROT OFF 625 | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SALVATORE DI VITTORIO | Board Member | 23.3% of Rev | ||
| SANTA MARIA PECORARO | Treasurer | 3.5% of Rev | ||
| STEVEN AVARY | Board President | — | ||
| DANIEL ANGEL | Secretary | — | ||
| PAUL WEXLER | Board Member | — | ||
| GLORIA SHIA | Board Member | — | ||
| FRANK POLITANO | Board Member | — | ||
| MICHAEL KERLAN | Board Member | — | ||
| DOMENICO DECARLO | Board Member | — | ||
| DANIEL KERLAN | Board Member | — | ||
| JANE KING | Board President | — | ||
| CHRIS BATZ ROT ON 624 | Board Member | — | ||
| JANE MILLARD ROT ON 1123 | Board Member | — | ||
| JASON WETZEL | Board Member | — | ||
| CHRIS CORTES ROT ON 124 | Board Member | — | ||
| ANA FORSHAW | Board Member | — | ||
| NICHOLAS WHITELEY ROT OFF 624 | Board Member | — | ||
| JOYA DASS ROT OFF 224 | Board Member | — | ||
| MONICA MALPASS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Salvatore Di Vittorio -- See Sch O | Board Member | 13.3% of Rev | ||
| Santa Maria Pecoraro | Treasurer | 2.6% of Rev | ||
| Steven Avary | Board President | — | ||
| Daniel Angel | Secretary | — | ||
| Paul Wexler | Board Member | — | ||
| Gloria Shia | Board Member | — | ||
| Frank Politano | Board Member | — | ||
| Michael Kerlan | Board Member | — | ||
| Domenico DeCarlo | Board Member | — | ||
| Daniel Kerlan | Board Member | — | ||
| Jane King | Board Member | — | ||
| Nicholas Whiteley | Board Member | — | ||
| Monica Malpass | Board Member | — | ||
| Jason Wetzel | Board Member | — | ||
| Joya Dass | Board Member | — | ||
| Ana Forshaw | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Salvatore Di Vittorio -- See Sch O | Board Member | 18.3% of Rev | ||
| Santa Maria Pecoraro | Treasurer | 0.9% of Rev | ||
| Steven Avary | Board President | — | ||
| Daniel Angel | Secretary | — | ||
| Paul Wexler | Board Member | — | ||
| Gloria Shia | Board Member | — | ||
| Elizabeth Dervy | Board Member | — | ||
| Marea Parker | Board Member | — | ||
| Alexander Sen | Board Member | — | ||
| Frank Politano | Board Member | — | ||
| Melissa Williams | Board Member | — | ||
| Michael Kerlan | Board Member | — | ||
| Chris Cortes | Board Member | — | ||
| Domenico DeCarlo | Board Member | — | ||
| Ashtyn Hemendinger | Board Member | — | ||
| August Huelle | Board Member | — | ||
| Daniel Kerlan | Board Member | — | ||
| Jane King | Board Member | — | ||
| Nicholas Whiteley | Board Member | — | ||
| Kimberley Robilotto | 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
0 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
24 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,226 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 52 points below the peer median (0 vs. 52).
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 26.9% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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).
- Reduce top-officer compensation from 26.9% to under 22% of revenue — would move governance score by ~10 points.
Improving governance is a board decision. These are the levers.