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 | — | — | 4.3% | 35 | Financially Distressed | Stable Watch | |
| 2022 | — | — | 5.1% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 10.6% | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 16.4% | 29 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 15.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 9.7% | 38 | Financially Distressed | Recovery | |
| 2012 | — | — | 11.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 8.4% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Charles Jarden | Board Member | 4.4% of Rev | ||
| Christina B Murphy | Board Member | — | ||
| Anthony Roth Costanzo | Board Member | — | ||
| Sarah Moulton Faux | Board President | — | ||
| J David Jackson | Board Member | — | ||
| W Wilson Jones | Board Member | — | ||
| Mark Kalow | Board President | — | ||
| David Gordon | Board Member | — | ||
| Norman Ryan | Board Member | — | ||
| Cassondra Joseph | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matthew Gray | Board Member | 11.2% of Rev | ||
| Charles Jarden | Board Member | 0.4% of Rev | ||
| Marshall Cohen | Board Member | — | ||
| Anthony Roth Costanzo | Board Member | — | ||
| Sarah Moulton Faux | Board Member | — | ||
| J David Jackson | Board Member | — | ||
| W Wilson Jones | Board Member | — | ||
| Mark Kalow | Treasurer | — | ||
| Kevin R Myers | Board President | — | ||
| Norman Ryan | Board Member | — | ||
| Anna Rabinowitz | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matthew Gray | Board Member | 11.9% of Rev | ||
| Charles Jarden | Board Member | 10.7% of Rev | ||
| Marshall Cohen | Board Member | — | ||
| Anthony Roth Costanzo | Board Member | — | ||
| Sarah Moulton Faux | Secretary | — | ||
| J David Jackson | Board Member | — | ||
| W Wilson Jones | Board Member | — | ||
| Mark Kalow | Treasurer | — | ||
| Kevin R Myers | Board President | — | ||
| Norman Ryan | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Charles Jarden | Board Member | 11.8% of Rev | ||
| Matthew Gray | Board Member | 11.2% of Rev | ||
| Marshall Cohen | Board Member | — | ||
| Anthony Roth Costanzo | Board Member | — | ||
| Sarah Moulton Faux | Board Member | — | ||
| J David Jackson | Board Member | — | ||
| W Wilson Jones | Board Member | — | ||
| Mark Kalow | Board President | — | ||
| Kevin R Myers | Board President | — | ||
| Norman Ryan | Board Member | — | ||
| Anna Rabinowitz | 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.
What's driving this score
- Comp-to-revenue ratio of 4.3% sits within the sector's healthy band (18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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.