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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 18.0% | 25 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 38.2% | 20 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 17.3% | 33 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 9.6% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 13.8% | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 14.4% | 29 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 15.4% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 12.6% | 29 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 16.1% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HANS SCHUMAN | Executive Director | 16.0% of Rev | ||
| HANS SCHUMAN | Executive Director | 14.7% of Rev | ||
| MICHAEL DAVIDSON | Board Member | — | ||
| RODNEY GARDNER | Board Member | — | ||
| TONJA ADAIR | Board Member | — | ||
| RODNEY GARDNER | Board Member | — | ||
| DAWN KISSI | Board Member | — | ||
| TONJA ADAIR | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HANS SCHUMAN | Executive Director | 15.6% of Rev | ||
| RODNEY GARDNER | Board Member | — | ||
| DAWN KISSI | Board Member | — | ||
| TONJA ADAIR | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HANS SCHUMAN | Executive Director | 8.1% of Rev | ||
| HANS SCHUMAN | Executive Director | 8.1% of Rev | ||
| TONJA ADAIR | Board Member | — | ||
| DAWN KISSI | Board Member | — | ||
| RODNEY GARDNER | Board Member | — | ||
| MICHAEL DAVIDSON | Board Member | — | ||
| TONJA ADAIR | Board Member | — | ||
| DAWN KISSI | Board Member | — | ||
| RODNEY GARDNER | Board Member | — | ||
| MICHAEL DAVIDSON | Board Member | — |
Score breakdown
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.
Overall score has gone from 32 → 27 over 5 years (declining by 5 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.