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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 6.9% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 6.3% | 44 | Fragile | Recovery | |
| 2021 | — | — | 7.5% | 40 | Fragile | Recovery | |
| 2020 | — | — | 6.9% | 36 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 6.9% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 6.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 6.6% | 38 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 6.9% | 38 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 7.0% | 38 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 8.9% | 40 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 8.5% | 40 | Financially Distressed | Recovery | |
| 2012 | — | — | 10.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 14.4% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANYA WALLACH | Executive Director | 7.1% of Rev | ||
| ELLEN BEST | Secretary | — | ||
| MEREDITH LEFF | Board President | — | ||
| MONICA THURMOND | Board Member | — | ||
| JONATHAN LEVIRNE | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANYA WALLACH | Executive Director | 6.9% of Rev | ||
| ELLEN BEST | Board President | — | ||
| MARGARET LEE DEES | Board Member | — | ||
| MEREDITH LEFF | Secretary | — | ||
| SARAH LIEBERMAN | Board President | — | ||
| MONICA THURMOND | Board Member | — | ||
| JONATHAN LEVIRNE | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANYA WALLACH | Executive Director | 6.6% of Rev | ||
| ELLEN BEST | Board President | — | ||
| SUSAN HODDESON | Board Member | — | ||
| MARGARET LEE DEES | Treasurer | — | ||
| SARAH LIEBERMAN | Board President | — | ||
| MONICA THURMOND | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANYA WALLACH | Executive Director | 5.3% of Rev | ||
| ELLEN BEST | Board President | — | ||
| CARLOS RAMIREZ- UNTIL 721 | Board President | — | ||
| STEPHANIE CARROLL- UNTIL 621 | Treasurer | — | ||
| SUZANNE ALEXANDER | Secretary | — | ||
| BRETT FORMAN | Board Member | — | ||
| MARGARET LEE DEES | Board Member | — | ||
| MEREDITH LEFF | Board Member | — | ||
| SARAH LIEBERMAN | Board Member | — | ||
| MONICA THURMOND | Board Member | — | ||
| JESSICA REINMANN - UNTIL 1120 | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANYA WALLACH | Executive Director | 5.8% of Rev | ||
| ELLEN BEST | Board President | — | ||
| CARLOS RAMIREZ | Board President | — | ||
| SUSAN CONNIFF | Treasurer | — | ||
| SUZANNE ALEXANDER | Secretary | — | ||
| STEPHANIE CARROLL | Board Member | — | ||
| JESSICA REINMANN | Board Member | — | ||
| BRETT FORMAN | Board Member | — | ||
| MEREDITH LEFF | Board Member | — | ||
| SARAH LIEBERMAN | Board Member | — | ||
| MONICA THURMOND | Board Member | — | ||
| MARGARET LEE DEES | 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: program score sits 31 points above the peer median (60 vs. 29).
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 6.9% 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.