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
50
Score
Financial
0
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 | Hidden | Hidden | 10.6% | 32 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 14.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 13.6% | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 12.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 11.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 10.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 10.7% | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 11.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 11.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 10.6% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 9.5% | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 10.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 10.8% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIGENE KETTLER BEHRENS | Executive Direc | 11.1% of Rev | ||
| MARIGENE KETTLER BEHRENS | Executive Direc | 10.6% of Rev | ||
| GAIR MORRIS | Board Member | — | ||
| KEMI OLATEJU | Board Member | — | ||
| MIMI CALHOUN | Board President | — | ||
| JOHN E FUNK | Board Member | — | ||
| JUDITH GORMAN | Secretary | — | ||
| BRIAN FONTANA | Treasurer | — | ||
| IRA LIPSON | Board Member | — | ||
| SETH PORTER | Board Member | — | ||
| ROBERT L FELLOWS | Board Member | — | ||
| SHANTELLE E WILLIAMS | Board President | — | ||
| EDGAR A GUTIERREZ | Board President | — | ||
| JAMES BIRNBAUM ESQ | Board Member | — | ||
| MIMI CALHOUN | Board President | — | ||
| JOHN E FUNK | Board Member | — | ||
| KEMI OLATEJU | Board Member | — | ||
| JUDITH GORMAN | Secretary | — | ||
| BRIAN FONTANA | Treasurer | — | ||
| IRA LIPSON | Board Member | — | ||
| SETH PORTER | Board Member | — | ||
| ROBERT L FELLOWS ESQ | Board Member | — | ||
| SHANTELLE WILLIAMS JOHNSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIGENE KETTLER BEHRENS | Executive Direc | 10.3% of Rev | ||
| EDGAR A GUTIERREZ | Board President | — | ||
| MIMI CALHOUN | Board President | — | ||
| JOHN E FUNK | Board Member | — | ||
| CAROL DORNBUSH | Board Member | — | ||
| JUDITH GORMAN | Secretary | — | ||
| JANE C COWLES | Board Member | — | ||
| MARIA MACARTHUR | Board Member | — | ||
| BRIAN FONTANA | Treasurer | — | ||
| IRA LIPSON | Board Member | — | ||
| SETH PORTER | Board Member | — | ||
| ROBERT L FELLOWS | Board Member | — | ||
| SHANTELLE E WILLIAMS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIGENE KETTLER BEHRENS | Executive Direc | 9.8% of Rev | ||
| EDGAR A GUTIERREZ | Treasurer | — | ||
| STEPHANIE SCHERA | Board President | — | ||
| MIMI CALHOUN | Secretary | — | ||
| JOHN E FUNK | Board President | — | ||
| CAROL DORNBUSH | Board Member | — | ||
| DENNIS FLEMING | Board Member | — | ||
| JUDITH GORMAN | Board Member | — | ||
| JANE C COWLES | Board Member | — | ||
| MARIA MACARTHUR | Board Member | — | ||
| AMY BROWN | Board Member | — | ||
| ROBERT L FELLOWS | Board Member | — | ||
| SHANTELLE E WILLIAMS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIGENE KETTLER BEHRENS | Executive Direc | 9.8% of Rev | ||
| EDGAR A GUTIERREZ | Treasurer | — | ||
| STEPHANIE SCHERA | Board President | — | ||
| MIMI CALHOUN | Secretary | — | ||
| JOHN E FUNK | Board President | — | ||
| CAROL DORNBUSH | Board Member | — | ||
| DENNIS FLEMING | Board Member | — | ||
| JUDITH GORMAN | Board Member | — | ||
| JANE C COWLES | Board Member | — | ||
| MARIA MACARTHUR | Board Member | — | ||
| AMY BROWN | Board Member | — | ||
| ROBERT L FELLOWS | Board Member | — | ||
| SHANTELLE E WILLIAMS | 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
50 / 100
weight 40%
Program scale
60 / 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
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (0 vs. 31).
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 10.6% 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.