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 | — | — | 25.5% | 26 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 22.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 16.8% | 29 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 8.0% | 30 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 13.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 9.2% | 30 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 12.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 14.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 12.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 10.2% | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 49 | Fragile | Recovery | |
| 2012 | — | — | 13.3% | 25 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 19.5% | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DIANA BYER | Board President | 18.6% of Rev | ||
| SUSAN LIN | Board Member | — | ||
| LARA RUDD | Board Member | — | ||
| KARINA KHALYAVIN | Board Member | — | ||
| ASTRID MARZOVILLA | Board Member | — | ||
| ELENA HANSON | Board Member | — | ||
| JESSICA ANUB | Board Member | — | ||
| TRACY ENTERS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DIANA BYER | Board President | 39.4% of Rev | ||
| SUSAN LIN | Board Member | — | ||
| LARA RUDD | Board Member | — | ||
| KARINA KHALYAVIN | Board Member | — | ||
| ASTRID MARZOVILLA | Board Member | — | ||
| ELENA HANSON | Board Member | — | ||
| JESSICA ANUB | Board Member | — | ||
| TRACY ENTERS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DIANA BYER | Board President | 28.4% of Rev | ||
| SUSAN LIN | Board Member | — | ||
| LARA RUDD | Board Member | — | ||
| KARINA KHALYAVIN | Board Member | — | ||
| ASTRID MARZOVILLA | Board Member | — | ||
| ELENA HANSON | Board Member | — | ||
| JESSICA ANUB | Board Member | — | ||
| TRACY ENTERS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DIANA BYER | Board President | 9.1% of Rev | ||
| SUSAN LIN | Board Member | — | ||
| LARA RUDD | Board Member | — | ||
| KARINA KHALYAVIN | Board Member | — | ||
| ASTRID MARZOVILLA | Board Member | — | ||
| ELENA HANSON | Board Member | — | ||
| JESSICA ANUB | Board Member | — | ||
| TRACY ENTERS | 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 25.5% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.