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
41
Score
Governance
58
Score
Financial
15
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 2.6% | 41 | Financially Distressed | Recovery | |
| 2022 | — | — | 5.1% | 36 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 5.2% | 44 | Fragile | Recovery | |
| 2020 | — | — | 1.8% | 37 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 2.9% | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 0.5% | 41 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 1.1% | 41 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 1.9% | 41 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 0.4% | 41 | Financially Distressed | Recovery | |
| 2014 | — | — | 2.0% | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 2.2% | 37 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 42 | Fragile | Decline Risk | |
| 2011 | — | — | — | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MS MILENA SALES | Secretary | 2.6% of Rev | ||
| MR JOHN MCGINN | Board President | — | ||
| MS SUSAN B OLDE | Board President | — | ||
| MR JOHN G TURNER | Board President | — | ||
| MR G SCOTT CLEMONS | Treasurer | — | ||
| MS MERCEDES T BASS | Board Member | — | ||
| MRS ERIKA BEARMAN | Board Member | — | ||
| MS SUSAN S BRADDOCK | Board Member | — | ||
| MR MAX CARTELLIERI | Board Member | — | ||
| MRS PEGGY CZYZAK DANNENBAUM | Board Member | — | ||
| MS MISOOK DOOLITTE | Board Member | — | ||
| MR LORD JOHN EATWELL | Board Member | — | ||
| HRH PRINCESS FIRYAL OF JORDAN | Board Member | — | ||
| MR SIMON FREAKLEY | Board Member | — | ||
| MS BETH W GLYNN | Board Member | — | ||
| LADY CAROLINE GRANGE | Board Member | — | ||
| MS JOAN GRANLUND | Board Member | — | ||
| MR FREDERICK ISEMAN | Board Member | — | ||
| MR CHRISTOPHER JONES | Board Member | — | ||
| MR BRUCE KOVNER | Board Member | — | ||
| MR ALAN G LEVIN | Board Member | — | ||
| MS BETH MADISON | Board Member | — | ||
| MRS ISABEL MEE | Board Member | — | ||
| REBECCA MORSE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MS MILENA SALES | Secretary | 2.8% of Rev | ||
| MS MERCEDES T BASS | Board President | — | ||
| MR G SCOTT CLEMONS | Treasurer | — | ||
| MR ALEX BEARD | Board Member | — | ||
| MS SUSAN S BRADDOCK | Board Member | — | ||
| MRS PEGGY CZYZAK DANNENBAUM | Board Member | — | ||
| MS MISOOK DOOLITTE | Board Member | — | ||
| MR LORD JOHN EATWELL | Board Member | — | ||
| HRH PRINCESS FIRYAL OF JORDAN | Board Member | — | ||
| MS BETH W GLYNN | Board Member | — | ||
| MS JOAN GRANLUND | Board Member | — | ||
| MR FREDERICK ISEMAN | Board Member | — | ||
| MR BRUCE KOVNER | Board Member | — | ||
| MR ALAN G LEVIN | Board Member | — | ||
| MS BETH MADISON | Board Member | — | ||
| MR JOHN MCGINN | Board Member | — | ||
| MS SUSAN B OLDE | Board Member | — | ||
| MR JOHN G TURNER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MS MILENA SALES | Secretary | 2.3% of Rev | ||
| MS MERCEDES T BASS | Board President | — | ||
| MR G SCOTT CLEMONS | Treasurer | — | ||
| MS SUSAN S BRADDOCK | Board Member | — | ||
| MRS PEGGY CZYZAK DANNENBAUM | Board Member | — | ||
| MS MISOOK DOOLITTE | Board Member | — | ||
| MR LORD JOHN EATWELL | Board Member | — | ||
| HRH PRINCESS FIRYAL OF JORDAN | Board Member | — | ||
| MS BETH W GLYNN | Board Member | — | ||
| MS JOAN GRANLUND | Board Member | — | ||
| MS NANCY PECK GREEN | Board Member | — | ||
| MR FREDERICK ISEMAN | Board Member | — | ||
| MR BRUCE KOVNER | Board Member | — | ||
| MR ALAN G LEVIN | Board Member | — | ||
| MS BETH MADISON | Board Member | — | ||
| MR JOHN MCGINN | Board Member | — | ||
| MS SUSAN B OLDE | Board Member | — | ||
| MR JOHN G TURNER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MS ELIZABETH GRAY KOGEN | Secretary | 2.1% of Rev | ||
| MS MILENA SALES | Secretary | 1.4% of Rev | ||
| MS MERCEDES T BASS | CHAIRMAN | — | ||
| MR G SCOTT CLEMONS | Treasurer | — | ||
| MS SUSAN S BRADDOCK | Board Member | — | ||
| MRS PEGGY CZYZAK DANNENBAUM | Board Member | — | ||
| MS MISOOK DOOLITTE | Board Member | — | ||
| MR LORD JOHN EATWELL | Board Member | — | ||
| HRH PRINCESS FIRYAL OF JORDAN | Board Member | — | ||
| MR BART FRIEDMAN | Board Member | — | ||
| MS BETH W GLYNN | Board Member | — | ||
| MR RICHARD KARL GOELTZ | Board Member | — | ||
| MS JOAN GRANLUND | Board Member | — | ||
| MS NANCY PECK GREEN | Board Member | — | ||
| MR FREDERICK ISEMAN | Board Member | — | ||
| MR BRUCE KOVNER | Board Member | — | ||
| MR ALAN G LEVIN | Board Member | — | ||
| MS BETH MADISON | Board Member | — | ||
| MR JOHN MCGINN | Board Member | — | ||
| MS SUSAN B OLDE | Board Member | — | ||
| MR JOHN G TURNER | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
41 / 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 2.6% 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.