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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 6.8% | 38 | Financially Distressed | Stable Watch | |
| 2022 | — | — | 5.6% | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | 13.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 9.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 7.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 7.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 7.3% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 18.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 15.8% | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 15.1% | 31 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 17.1% | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 16.9% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUG LEVINE | Executive Director | 7.3% of Rev | ||
| THOMAS KNIPE | Secretary | — | ||
| JENNIFER TAVARES | EXEC OFFICER AT LARGE | — | ||
| MIKE MOYER | Board Member | — | ||
| FRED BONN | Board President | — | ||
| WENDY MARSH | Board Member | — | ||
| KIM YEOH | Treasurer | — | ||
| ETHAN ASH | Board President | — | ||
| ERIK GRAY | Board Member | — | ||
| SUZANNE SMITH JABLONSKI | Board President | — | ||
| JON JENSEN | Board Member | — | ||
| MICHAEL KUO | Board Member | — | ||
| ELLEN MCCOLLISTER | Board Member | — | ||
| SCOTT NOSTRAND | Board Member | — | ||
| NIA NUNN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUG LEVINE | Executive Director | 6.5% of Rev | ||
| PHIL BLACKMAN | Board Member | — | ||
| KATIE FOLEY | Board Member | — | ||
| NATALIE MATYCHAK | Board Member | — | ||
| JON JENSEN | Board Member | — | ||
| MICHAEL KUO | Board Member | — | ||
| ELLEN MCCOLLISTER | Board Member | — | ||
| SCOTT NOSTRAND | Board Member | — | ||
| NIA NUNN | Board Member | — | ||
| CHET OSADCHEY | Board Member | — | ||
| THOMAS KNIPE | Board Member | — | ||
| FRED BONN | Board President | — | ||
| WENDY MARSH | Board President | — | ||
| KIM YEOH | Treasurer | — | ||
| ETHAN ASH | Secretary | — | ||
| ROB GEARHART | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUG LEVINE | Executive Director | 6.5% of Rev | ||
| PHIL BLACKMAN | Board Member | — | ||
| KATIE FOLEY | Board Member | — | ||
| NATALIE HORNBROOK | Board Member | — | ||
| JON JENSEN | Board Member | — | ||
| THOMAS KNIPE | Board Member | — | ||
| MICHAEL KUO | Board Member | — | ||
| ELLEN MCCOLLISTER | Board Member | — | ||
| SCOTT NOSTRAND | Board Member | — | ||
| NIA NUNN | Board Member | — | ||
| CHET OSADCHEY | Board Member | — | ||
| FRED BONN | Board President | — | ||
| WENDY MARSH | Board President | — | ||
| KIM YEOH | Treasurer | — | ||
| ETHAN ASH | Secretary | — | ||
| ROB GEARHART | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NY with NTEE prefix A2.
Most-divergent component: program score sits 29 points above the peer median (60 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 6.8% 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.