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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 10.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 12.7% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 11.4% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 16.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 13.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 12.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 10.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 7.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 7.7% | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | 10.5% | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | 9.2% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 10.1% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Diane Burke | Executive Dir. | 10.6% of Rev | ||
| Wendy Weiss | Executive Dir. | 10.6% of Rev | ||
| scott middleton | Board President | — | ||
| thomas terry | Treasurer | — | ||
| robert ward | Secretary | — | ||
| Kenneth Hale | Board Member | — | ||
| Emily Franchina | Board Member | — | ||
| john mclane | Board Member | — | ||
| anita nigrel | Board Member | — | ||
| Scott Middleton | Board Member | — | ||
| Susan Rosensteich | Board Member | — | ||
| Robert Ward | Secretary | — | ||
| Kenneth Hale | Board Member | — | ||
| Emily Franchina | Board President | — | ||
| John Mclane | Board President | — | ||
| Julia Lacher | Board Member | — | ||
| Thomas Terry | Treasurer | — | ||
| Andrea Schiavoni | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Diane Burke | Executive Dir. | 9.9% of Rev | ||
| scott middleton | Board President | — | ||
| thomas terry | Treasurer | — | ||
| robert ward | Secretary | — | ||
| Kenneth Hale | Board Member | — | ||
| john mclane | Board Member | — | ||
| anita nigrel | Board Member | — | ||
| annette totten | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Diane Burke | Executive Dir. | 11.0% of Rev | ||
| scott middleton | Board President | — | ||
| thomas terry | Treasurer | — | ||
| robert ward | Secretary | — | ||
| marylin banks-winter | Board Member | — | ||
| patricia cruso | Board Member | — | ||
| john mclane | Board Member | — | ||
| anita nigrel | Board Member | — | ||
| annette totten | Board Member | — | ||
| wendy weiss | BOARD MEMEBER | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Diane Burke | Executive Dir. | 11.0% of Rev | ||
| scott middleton | Board President | — | ||
| thomas terry | Treasurer | — | ||
| robert ward | Secretary | — | ||
| marylin banks-winter | Board Member | — | ||
| patricia cruso | Board Member | — | ||
| john mclane | Board Member | — | ||
| anita nigrel | Board Member | — | ||
| annette totten | Board Member | — | ||
| wendy weiss | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 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.