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
32
Score
Governance
42
Score
Financial
25
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 28.2% | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 30.6% | 23 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 27.0% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 38.1% | 23 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 17.7% | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 18.4% | 25 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 39 | Fragile | Stable Watch | |
| 2015 | — | — | — | 39 | Fragile | Stable Watch | |
| 2014 | — | — | — | 35 | Fragile | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TODD HULET | EXECUTIVE DI | 29.6% of Rev | ||
| GILBERT GUARING | BOARD PRESID | — | ||
| CHRISTOPHER DEFILIPPI | VICE PRESIDE | — | ||
| JANET HOWARD FATT | 2ND VICE PRE | — | ||
| KATELYN TYMCZYSZYN | Treasurer | — | ||
| MICHELLE FIGLIOMENI | Secretary | — | ||
| JENNIFER SCHNEIDER | Board Member | — | ||
| GARY SCHUSTER | Board Member | — | ||
| JOHNATHAN GATSICK | Board Member | — | ||
| ROSEANNE SCIMECA | Board Member | — | ||
| JONNIE WESLEY-KRUEGER | Board Member | — | ||
| BARRY LEWIS | Board Member | — | ||
| LOTUS DO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH MCKAY | Executive Director | 22.7% of Rev | ||
| TODD HULET | Executive Director | 2.7% of Rev | ||
| STUART SACHS | Board President | — | ||
| ANTHONY DAVIDOWITZ | Board Member | — | ||
| JANET HOWARD-FATTA | Board President | — | ||
| MICHELLE FIGLIOMENI | Secretary | — | ||
| GARY SCHUSTER | GENERAL COUNSEL | — | ||
| BARRY LEWIS | Board Member | — | ||
| LOTUS DO | Board Member | — | ||
| JENNIFER SCHNEIDER | Board Member | — | ||
| PATRICIA PHILLIPS | Board Member | — | ||
| JONATHAN GATSIK | Board Member | — | ||
| GILBERT GUARING | Board Member | — | ||
| MARSHA TALBOT | Board Member | — | ||
| CHRIS DEFILIPPI | Board Member | — | ||
| JONNIE WESLEY-KRUEGER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH MCKAY | Executive Director | 21.6% of Rev | ||
| STUART SACHS | Board President | — | ||
| ANTHONY DAVIDOWITZ | Board Member | — | ||
| JANET HOWARD-FATTA | Board President | — | ||
| MICHELLE FIGLIOMENI | Secretary | — | ||
| THOMAS KENNEDY | Treasurer | — | ||
| GARY SCHUSTER | GENERAL COUNSEL | — | ||
| GARY GOGERTY | Board Member | — | ||
| BARRY LEWIS | Board President | — | ||
| LOTUS DO | Board Member | — | ||
| JAMIE PERROW | Board Member | — | ||
| REGINA MCGRADE | Board Member | — | ||
| WILLIAM O'KEEFFE | Board Member | — | ||
| ERIC OSSENTJUK | Board Member | — | ||
| MARSHA TALBOT | Board Member | — | ||
| DION PLACENCIA | Board Member | — | ||
| JONNIE WESLEY-KRUEGER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH MCKAY | Executive Director | 22.7% of Rev | ||
| STUART SACHS | Board President | — | ||
| ANTHONY DAVIDOWITZ | Board President | — | ||
| JANET HOWARD-FATTA | Board President | — | ||
| MICHELLE FIGLIOMENI | Secretary | — | ||
| KATHRYN MALONEY | Treasurer | — | ||
| GARY SCHUSTER | GENERAL COUNSEL | — | ||
| GARY GOGERTY | Board Member | — | ||
| BARRY LEWIS | Board Member | — | ||
| VIVIEN COLLENS | Board Member | — | ||
| DR MARGARET COUGHLIN | Board Member | — | ||
| REGINA MCGRADE | Board Member | — | ||
| WILLIAM O'KEEFFE | Board Member | — | ||
| ERIC OSSENTJUK | Board Member | — | ||
| MARSHA TALBOT | Board Member | — | ||
| DION PLACENCIA | 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
25 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
32 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in NY for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 28.2% 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:
- Reduce top-officer compensation from 28.2% to under 22% of revenue — would move governance score by ~12 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.