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 | — | 44 | Fragile | Recovery | |
| 2022 | — | — | — | 45 | Financially Distressed | Recovery | |
| 2021 | — | — | 5.3% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 11.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 5.6% | 40 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 6.0% | 40 | Financially Distressed | Recovery | |
| 2017 | — | — | 10.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 6.5% | 40 | Financially Distressed | Recovery | |
| 2015 | — | — | 7.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 8.1% | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | 7.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 7.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 8.7% | 36 | Financially Distressed | Decline Risk | |
| 2010 | — | — | 8.2% | 40 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL MUCCIOLO | Board President | — | ||
| AMAN VERMA | Treasurer | — | ||
| MARIO D'AMORE | Board Member | — | ||
| JAQUES ST LOUIS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL MUCCIOLO | Board President | — | ||
| AMAN VERMA | Treasurer | — | ||
| MARIO D'AMORE | Board Member | — | ||
| JAQUES ST LOUIS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KENNETH WASHINGTON | Executive Director | 9.2% of Rev | ||
| JAMES DORNEY | Board President | — | ||
| THAD DEMOS | Board Member | — | ||
| MARIO D'AMORE | Board Member | — | ||
| JANE LOHMAN | Board Member | — | ||
| MIKE MUCCIOLO | Board President | — | ||
| JOANNE ROMANELLI | Board Member | — | ||
| JENNIFER O'BRIEN | 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
- 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.