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 | — | 38 | Financially Distressed | Recovery | |
| 2022 | — | — | 15.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 20.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 11.8% | 36 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 11.2% | 36 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 11.8% | 36 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 10.0% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 10.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 15.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 12.1% | 29 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 19.2% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 15.5% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY SOBEL | Board Member | — | ||
| NAOMI SMITH | Board Member | — | ||
| NICK TZAVARAS | Board Member | — | ||
| BEDFORD BENTLY III | Board President | — | ||
| JOSEPH ZILUCA | Treasurer | — | ||
| JAIRUS STEED | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATE SHEERAN | Executive Director | 83.8% of Rev | ||
| HAYLEY COLLINS | DIR, PROGRAMS AND DEV. | 18.3% of Rev | ||
| BEDFORD BENTLEY III | Board President | — | ||
| JAIRUS STEED | Board Member | — | ||
| JOSEPH ZILUCA | Treasurer | — | ||
| KAMILAH SMITH | Board Member | — | ||
| MARY SOBEL | Secretary | — | ||
| NAOMI SMITH | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATE SHEERAN | Executive Director | 68.9% of Rev | ||
| HAYLEY COLLINS | DIR, PROGRAMS AND DEV. | 15.6% of Rev | ||
| BEDFORD BENTLEY III | Board President | — | ||
| DANIEL COOPER | Board President | — | ||
| JAIRUS STEED | Board Member | — | ||
| JOSEPH ZILUCA | Treasurer | — | ||
| KAMILAH SMITH | Board Member | — | ||
| MARK TORCHIA | Board Member | — | ||
| MARY SOBEL | Secretary | — | ||
| NAOMI SMITH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATE SHEEREN | Executive Director | 74.3% of Rev | ||
| LYDIA KONTOS | Executive Director | 51.0% of Rev | ||
| HAYLEY COLLINS | DIR, PROGRAMS AND DEV. | 15.2% of Rev | ||
| BEDFORD BENTLEY III | Secretary | — | ||
| DANIEL COOPER | Board President | — | ||
| JOSEPH ZILUCA | Treasurer | — | ||
| KAMILAH SMITH | Board Member | — | ||
| MARK TORCHIA | Board Member | — | ||
| MARY SOBEL | Board Member | — | ||
| NAOMI SMITH | 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 16 points below the peer median (15 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.