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
35
Score
Governance
45
Score
Financial
10
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | — | |
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 27.4% | 30 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 27.9% | 30 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 28.0% | 30 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 28.4% | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 40.3% | 26 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 43.1% | 24 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 54.1% | 23 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 67.1% | 19 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 44.0% | 32 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 25.1% | 48 | Governance-Stressed | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HOWARD RATNER | Executive Director | 23.4% of Rev | ||
| DAWN MELLEY | Board President | — | ||
| CHRISTOPHER STRAUB | Treasurer | — | ||
| JENNY PENG | Secretary | — | ||
| CURTIS BRUNDY | Board Member | — | ||
| MATTHEW CANNON | Board Member | — | ||
| MICHAEL CAIRNS | Board Member | — | ||
| SCOTT DELMAN | Board Member | — | ||
| MARK DOYLE | Board Member | — | ||
| ANN GABRIEL | Board Member | — | ||
| ALLYN MOLINA | Board Member | — | ||
| SYBILLE GEISENHEYNER | Board Member | — | ||
| MICHAEL LEVINE-CLARK | Board Member | — | ||
| ALEXANDRA VANCE | Board Member | — | ||
| NICOLA POSER | Board Member | — | ||
| DIANE SULLENBERGER | Board Member | — | ||
| PAUL SANDERS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HOWARD RATNER | Executive Director | 21.6% of Rev | ||
| ALEXANDRA VANCE | Board President | — | ||
| JOHN OCHS | Treasurer | — | ||
| JENNY PENG | Secretary | — | ||
| JON GLOVER | Board Member | — | ||
| ANN GABRIEL | Board Member | — | ||
| JUDY RUSSELL | Board Member | — | ||
| DAWN MELLEY | Board Member | — | ||
| NICK CAMPBELL | Board Member | — | ||
| WILL SCHWEITZER | Board Member | — | ||
| MICHAEL LEVINE-CLARK | Board Member | — | ||
| DIANE SULLENBERGER | Board Member | — | ||
| ROBERT HARINGTON | Board Member | — | ||
| MARK DOYLE | Board Member | — | ||
| CHRIS STRAUB | Board Member | — | ||
| SCOTT DELMAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Howard Ratner | Executive Dir. | 21.4% of Rev | ||
| Scott Delman | Board Member | — | ||
| David Crotty | Board Member | — | ||
| Brad Fenwick | Board Member | — | ||
| Dawn Melley | Board Member | — | ||
| Ashley Petralak | Board Member | — | ||
| Judith Russell | Board Member | — | ||
| Ann Gabriel | Board Member | — | ||
| Jonathan Glover | Board Member | — | ||
| William Schweitzer | Board Member | — | ||
| Mark Doyle | Board Member | — | ||
| Joshua Horowitz | Board Member | — | ||
| Michael Levine-Clark | Board Member | — | ||
| Mark Segers | Board Member | — | ||
| Matthew Salter | Board Member | — | ||
| Jenny Peng | Board Member | — | ||
| Nick Campbell | Board Member | — | ||
| Diane Sullenberger | Board Member | — | ||
| Christopher Straub | Board Member | — | ||
| Alexandra Vance | Chairman | — | ||
| Robert Harrington | Secretary | — | ||
| John Ochs | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Howard Ratner | Executive Dir. | 21.4% of Rev | ||
| Susan King | Board Member | — | ||
| David Crotty | Board Member | — | ||
| Dawn Melley | Board Member | — | ||
| Sara Girard | Board Member | — | ||
| Judy Russell | Board Member | — | ||
| Ann Gabriel | Board Member | — | ||
| Jonathan Glover | Board Member | — | ||
| William Schweitzer | Board Member | — | ||
| Vincent Lizzi | Board Member | — | ||
| John Ochs | Board Member | — | ||
| Mark Segers | Board Member | — | ||
| Matthew Salter | Board Member | — | ||
| Thane Kerner | Board Member | — | ||
| Nick Campbell | Board Member | — | ||
| Alexandra Vance | Chairman | — | ||
| Robert Harrington | Secretary | — | ||
| Scott Delman | Treasurer | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
10 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
35 / 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 22.0% 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:
- 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.