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 | — | — | 5.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 5.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.4% | 30 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 5.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 11.6% | 30 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 5.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 2.7% | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 2.5% | 35 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 2.4% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| OLIVER INTEEWORN | Executive Director | 4.8% of Rev | ||
| LEON BOTSTEIN | Board Member | 4.7% of Rev | ||
| DIMITRI B PAPADIMITRIOU | Board President | — | ||
| HANS-JURGEN KNOCH | Board President | — | ||
| HELEN BARON | Board Member | — | ||
| MIRIAM R BERGER | Board Member | — | ||
| JON R CARTER | Board Member | — | ||
| MICHAEL DORF | Board Member | — | ||
| JACK KLIGER | Board Member | — | ||
| SHIRLEY A MUELLER ESQ | Board Member | — | ||
| EILEEN RHULEN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LEON BOTSTEIN | Board Member | 4.7% of Rev | ||
| OLIVER INTEEWORN | Executive Director | 4.6% of Rev | ||
| DIMITRI B PAPADIMITRIOU | Board President | — | ||
| HANS-JURGEN KNOCH | Board President | — | ||
| HELEN BARON | Board Member | — | ||
| MIRIAM R BERGER | Board Member | — | ||
| JON R CARTER | Board Member | — | ||
| MICHAEL DORF | Board Member | — | ||
| JACK KLIGER | Board Member | — | ||
| SHIRLEY A MUELLER ESQ | Board Member | — | ||
| EILEEN RHULEN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LEON BOTSTEIN | Board Member | 4.7% of Rev | ||
| OLIVER INTEEWORN | Executive Director | 4.6% of Rev | ||
| JON R CARTER | Board Member | — | ||
| MICHAEL DORF | Board Member | — | ||
| RACHEL KALNICKI | Board Member | — | ||
| JACK KLIGER | Board Member | — | ||
| HANS-JURGEN KNOCH | Board Member | — | ||
| SHIRLEY A MUELLER ESQ | Board Member | — | ||
| EILEEN RHULEN | Board Member | — | ||
| DIMITRI B PAPADIMITRIOU | Board President | — | ||
| HELEN BARON | Board Member | — | ||
| MIRIAM R BERGER | 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 30 → 32 over 5 years (improving by 2 points).
What's driving this score
- Comp-to-revenue ratio of 5.1% 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.