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
36
Score
Governance
55
Score
Financial
5
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 7.2% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 6.6% | 44 | Fragile | Recovery | |
| 2021 | — | — | 10.0% | 48 | Fragile | Recovery | |
| 2020 | — | — | 6.0% | 44 | Fragile | Recovery | |
| 2019 | — | — | 18.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.5% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JESSE BERGER | Executive Director | 8.6% of Rev | ||
| CHRISTOPHER EARL | Board Member | — | ||
| HOWARD OWENS | Board President | — | ||
| MATTHEW RAUCH | Board Member | — | ||
| NOAH MILLMAN | Board Member | — | ||
| KATHY HOOD | Board Member | — | ||
| JAMES KILLERLANE | Board Member | — | ||
| JOHN YAVROYAN | Treasurer | — | ||
| PETER RIGBY | Board Member | — | ||
| WENDY SMITH | Board Member | — | ||
| JUDITH ESTERQUEST | Board Member | — | ||
| RICK SORDELET | Board Member | — | ||
| RAPHAEL NASH THOMPSON | Board Member | — | ||
| BENJAMIN PLUM | Board Member | — | ||
| DEBRA FRIED | Board Member | — | ||
| AYANNA THOMPSON | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JESSE BERGER | Executive Director | 7.2% of Rev | ||
| CHRISTOPHER EARL | Board Member | — | ||
| HOWARD OWENS | Board President | — | ||
| MATTHEW RAUCH | Board Member | — | ||
| NOAH MILLMAN | Board Member | — | ||
| KATHY HOOD | Board Member | — | ||
| JAMES KILLERLANE | Board Member | — | ||
| JOHN YAVROYAN | Treasurer | — | ||
| PETER RIGBY | Board Member | — | ||
| SARAH SOSBE | Board Member | — | ||
| WENDY SMITH | Board Member | — | ||
| JOANNA COLE | Board Member | — | ||
| JUDITH ESTERQUEST | Board Member | — | ||
| RICK SORDELET | Board Member | — | ||
| RAPHAEL NASH THOMPSON | Board Member | — | ||
| BENJAMIN PLUM | Board Member | — | ||
| MEG FOFONOFF | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JESSE BERGER | Executive Director | 7.5% of Rev | ||
| JESSE BERGER | Executive Director | 6.9% of Rev | ||
| CHRISTOPHER EARL | Board Member | — | ||
| BRADLEY MCCORMICK | Secretary | — | ||
| HOWARD OWENS | Board President | — | ||
| MEG FOFONOFF | Board Member | — | ||
| MATTHEW RAUCH | Board Member | — | ||
| NOAH MILLMAN | Board Member | — | ||
| KATHY HOOD | Board Member | — | ||
| SUSAN DORAN | Board Member | — | ||
| JAMES KILLERLANE | Board Member | — | ||
| JOHN YAVROYAN | Treasurer | — | ||
| JOANNE CASEY | Board Member | — | ||
| PETER RIGBY | Board Member | — | ||
| SARAH SOSBE | Board Member | — | ||
| CLINT RAMOS | Board Member | — | ||
| JOANNA COLE | Board Member | — | ||
| JUDITH ESTERQUEST | Board Member | — | ||
| RICK SORDELET | Board Member | — | ||
| RAPHAEL NASH THOMPSON | Board Member | — | ||
| CHRISTOPHER EARL | Board Member | — | ||
| HOWARD OWENS | Board President | — | ||
| MATTHEW RAUCH | Board Member | — | ||
| NOAH MILLMAN | Board Member | — | ||
| KATHY HOOD | Board Member | — | ||
| SUSAN DORAN | Board Member | — | ||
| JAMES KILLERLANE | Board Member | — | ||
| JOHN YAVROYAN | Treasurer | — | ||
| PETER RIGBY | Board Member | — | ||
| SARAH SOSBE | Board Member | — | ||
| WENDY SMITH | Board Member | — | ||
| JOANNA COLE | Board Member | — | ||
| JUDITH ESTERQUEST | Board Member | — | ||
| RICK SORDELET | Board Member | — | ||
| RAPHAEL NASH THOMPSON | Board Member | — | ||
| BRADLEY MCCORMICK | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JESSE BERGER | Executive Director | 6.5% of Rev | ||
| KATHERINE HOOD | Board Member | — | ||
| BRADLEY MCCORMICK | Secretary | — | ||
| HOWARD OWENS | Board President | — | ||
| EVANGELINE MORPHOS | Board Member | — | ||
| MATTHEW RAUCH | Board Member | — | ||
| NOAH MILLMAN | Board Member | — | ||
| DAVID KALODNER | Board Member | — | ||
| SUSAN DORAN | Board Member | — | ||
| JAMES KILLERLANE | Board Member | — | ||
| JOHN YAVROYAN | Treasurer | — | ||
| JOANNE CASEY | Board Member | — | ||
| PETER RIGBY | Board Member | — | ||
| SARAH SOSBE | Board Member | — | ||
| JIM BREDESON | Board Member | — | ||
| JOANNA COLE | Board Member | — | ||
| JUDITH ESTERQUEST | Board Member | — | ||
| CLINT RAMOS | 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
5 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
36 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 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 7.2% 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.