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
34
Score
Governance
55
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 | 5.8% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 40 | Fragile | Recovery | |
| 2021 | — | — | 12.2% | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 6.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 6.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 6.1% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 6.3% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 7.2% | 29 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 52.9% | 24 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 6.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 13.3% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EXECUTIVE DI | 6.5% of Rev | |||
| SUSAN GRELICK | Board President | — | ||
| ANDREA GALLAGHER | VICE PRESIDE | — | ||
| DANIEL HURLEY | Treasurer | — | ||
| JENNIFER OWEN | Secretary | — | ||
| JOSEPH ABOUZEID | Board Member | — | ||
| RACHAEL BROWN | Board Member | — | ||
| PATRICIA CLABEAUX | Board Member | — | ||
| DAVID CRISTANTELLO | Board President | — | ||
| THOMAS DIXON | Board Member | — | ||
| KELLY MARKS | Board President | — | ||
| TONY DELMONTE | Board Member | — | ||
| ERIC HEUSINGER | Board Member | — | ||
| DAVID WEDEKINDT | Board President | — | ||
| CARISSA LEONE | Board Member | — | ||
| BRANDYE MERRIWEATHER | Board Member | — | ||
| MELISSA PAULL GOLDBERG | Board Member | — | ||
| RICHARD SATTERWHITE | Board Member | — | ||
| BRENDAN STONE | Board Member | — | ||
| HAYLEY SULLIVAN | Board Member | — | ||
| GREG URBAN | Board Member | — | ||
| TERRY ALFORD | Board Member | — | ||
| MARK NOTARIUS | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EXECUTIVE DI | 5.9% of Rev | |||
| TERRY ALFORD | Board Member | — | ||
| RACHAEL BROWN | Board Member | — | ||
| PATRICIA CLABEAUX | Board Member | — | ||
| DAVID CRISTANTELLO | Board Member | — | ||
| ANTHONY DELMONTE | Board Member | — | ||
| THOMAS DIXON | Board Member | — | ||
| ANDREA GALLAGHER | VICE PRESIDE | — | ||
| MELISSA PAUL GOLDBERG | Board Member | — | ||
| SUSAN GRELICK | Board President | — | ||
| DANIEL HURLEY | Treasurer | — | ||
| KELLY MARKS | Board Member | — | ||
| MARK NOTARIUS | Board Member | — | ||
| MICHAEL OLIVER-WALLINE | Board Member | — | ||
| JENNIFER OWEN | Secretary | — | ||
| RICHARD SATTERWHITE | Board Member | — | ||
| KEN SMYNTEK | Board Member | — | ||
| HAYLEY SULLIVAN | Board Member | — | ||
| GREG URBAN | Board Member | — | ||
| DAVID WEDEKINDT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EXECUTIVE DI | 5.6% of Rev | |||
| PAUL KIEFFER CPAPFS CFP CLU CAP | Treasurer | — | ||
| JEFFREY BAGEL CFRE | Board Member | — | ||
| VANESSA GLUSHEFSKI ESQ CPA | VICE PRESIDE | — | ||
| RON SUTTON JD LLM CTFA | Board Member | — | ||
| NANCY CINFIO | Board President | — | ||
| PATRICIA CLABEAUX | Board Member | — | ||
| DAVID CRISTANTELLO | Board Member | — | ||
| THOMAS DIXON | Board Member | — | ||
| SUSAN GRELICK ESQ | Secretary | — | ||
| ANDREA GALLAGHER | Board Member | — | ||
| GARRY M GRABER | Board Member | — | ||
| CONNIE KOTAS | Board Member | — | ||
| NANCY LATULIP | Board Member | — | ||
| JESSICA LOBUR | Board Member | — | ||
| KATHLEEN MURRAY | Board Member | — | ||
| MARK NOTARIUS | Board Member | — | ||
| JENNIFER OWEN | Board Member | — | ||
| KEN SMYNTEK | Board Member | — | ||
| MICHAEL WALLINE | Board Member | — | ||
| DAVID WEDEKINDT | Board Member | — | ||
| MARISA WIGGLESWORTH | Board Member | — | ||
| LUISA WOODS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EXECUTIVE DI | 5.4% of Rev | |||
| EXECUTIVE DI | 4.7% of Rev | |||
| VANESSA GLUSHEFSKI ESQ CPA | Board Member | — | ||
| RON SUTTON JD LLM CTFA | Board Member | — | ||
| NICOLE MARRALE CIMATO | Board Member | — | ||
| DAVID H DESMON | Board Member | — | ||
| VANESSA GLUSHEFSKI ESQ CPA | Board Member | — | ||
| AMY VIGNERON ESQ | Board Member | — | ||
| RON SUTTON JD LLM CTFA | Board Member | — | ||
| MICHAEL J RYAN ESQ | Board Member | — | ||
| NICOLE MARRALE CIMATO | Board Member | — | ||
| SUSAN GRELICK ESQ | Board Member | — | ||
| DAVID H DESMON | Board Member | — | ||
| ANDREA GALLAGHER | Board Member | — | ||
| AMY VIGNERON ESQ | Board Member | — | ||
| GARRY GRABER | Board Member | — | ||
| MICHAEL J RYAN ESQ | Board Member | — | ||
| NANCY LATULIP | Board Member | — | ||
| SUSAN GRELICK ESQ | Board Member | — | ||
| JESSICA LOBUR | Board Member | — | ||
| ANDREA GALLAGHER | Board Member | — | ||
| KATHLEEN MURRAY | Board Member | — | ||
| GARRY GRABER | Board Member | — | ||
| MARK NOTARIUS | Board Member | — | ||
| NANCY LATULIP | Board Member | — | ||
| KEN SMYNTEK | Board Member | — | ||
| JESSICA LOBUR | Board Member | — | ||
| CHERYL A WASSON | Board Member | — | ||
| KATHLEEN MURRAY | Board Member | — | ||
| DAVID WEDEKINDT | Board Member | — | ||
| MARK NOTARIUS | Board Member | — | ||
| MARISA WIGGLESWORTH | Board Member | — | ||
| KEN SMYNTEK | Board Member | — | ||
| LUISA WOODS | Board Member | — | ||
| CHERYL A WASSON | Board Member | — | ||
| PAUL KIEFFER CPAPFS CFP CLU CAP | Treasurer | — | ||
| DAVID WEDEKINDT | Board Member | — | ||
| JEFFREY BAGEL CFRE | VICE PRESIDE | — | ||
| MARISA WIGGLESWORTH | Board Member | — | ||
| NANCY CINFIO | Board President | — | ||
| LUISA WOODS | Board Member | — | ||
| ROBERT D YALOWICH | Secretary | — | ||
| PAUL KIEFFER CPAPFS CFP CLU CAP | Treasurer | — | ||
| JEFFREY BAGEL CFRE | VICE PRESIDE | — | ||
| NANCY CINFIO | Board President | — | ||
| ROBERT D YALOWICH | Secretary | — |
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
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 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 5.8% 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.