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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 6.0% | 40 | Fragile | Decline Risk | |
| 2022 | — | — | 7.3% | 42 | Fragile | Stable Watch | |
| 2021 | — | — | 8.0% | 42 | Fragile | Recovery | |
| 2020 | — | — | 10.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 2.8% | 41 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 6.1% | 40 | Financially Distressed | Recovery | |
| 2017 | — | — | 7.7% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | 8.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 7.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 8.2% | 40 | Financially Distressed | Recovery | |
| 2013 | — | — | 8.4% | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EMILY PECK | EXECUTIVE DI | 5.7% of Rev | ||
| REENA KASHYAP SEE SCHEDULE O | Board Member | 0.2% of Rev | ||
| ROBIN HENSCHEL SEE SCHEDULE O | Secretary | 0.1% of Rev | ||
| SALLY NG SEE SCHEDULE O | VICE PRESIDE | 0.0% of Rev | ||
| VALERIE CALLOWAY | Board Member | — | ||
| MICHAEL CARTER | Board Member | — | ||
| CAROL CHEVLOWE | Board President | — | ||
| CLAIRE COHEN | Board Member | — | ||
| EARLENE HARDIE COX | Board Member | — | ||
| ROSE FOLEY | Secretary | — | ||
| PATRICK HANKIN | Board Member | — | ||
| ROBERT KLEIN | Board Member | — | ||
| LAURA MACKENZIE | Board Member | — | ||
| EMMA MCKEE | Board Member | — | ||
| JOE ORLANDO | Treasurer | — | ||
| DIANA SANTAMARIA-CLAY | Secretary | — | ||
| JUDITH WEBER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EMILY PECK | Executive Director | 5.4% of Rev | ||
| ROBIN HENSCHELSEE SCH O | Board Member | 0.1% of Rev | ||
| REENA KASHYAP SEE SCH O | Board Member | 0.0% of Rev | ||
| EARLENE HARDIE COX SEE SCH O | Board Member | 0.0% of Rev | ||
| CAROL CHEVLOWE | Board President | — | ||
| SALLY NG-BRIGGS | Board President | — | ||
| JOE ORLANDO | Treasurer | — | ||
| ROSE FOLEY | Secretary | — | ||
| SCOTT BEDRICK | Board Member | — | ||
| JUDITH WEBER | Board Member | — | ||
| CAROLE SIEGEL PHD | Board Member | — | ||
| LINDA SOLOMON | Board Member | — | ||
| KATHERINE KERN | Board Member | — | ||
| ROBERT KLEIN | Board Member | — | ||
| MICHELE ORAM | Board Member | — | ||
| DIANA SANTAMARIA-CLAY | Board Member | — | ||
| VALERIE CALLOWAY | Board Member | — | ||
| PATRICK HANKIN | Board Member | — | ||
| LAURA MACKENZIE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EMILY PECK | Executive Director | 0.9% of Rev | ||
| ROBIN HENSCHELSEE SCH O | Board Member | 0.4% of Rev | ||
| REENA KASHYAP SEE SCH O | Board Member | 0.3% of Rev | ||
| JUDITH WEBER SEE SCH O | Board Member | 0.2% of Rev | ||
| SALLY NG-BRIGGS SEE SCH O | Board President | 0.1% of Rev | ||
| CAROL CHEVLOWE | Board President | — | ||
| EARLENE HARDIE COX | Board Member | — | ||
| ROSE FOLEY | Secretary | — | ||
| SCOTT BEDRICK | Board Member | — | ||
| CAROLE SIEGEL PHD | Board Member | — | ||
| LINDA SOLOMON | Board Member | — | ||
| KATHERINE KERN | Board Member | — | ||
| ROBERT KLEIN | Board Member | — | ||
| MICHELE ORAM | Board Member | — | ||
| JOE ORLANDO | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NY with NTEE prefix A2.
Most-divergent component: program score sits 29 points above the peer median (60 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.
Overall score has gone from 41 → 40 over 5 years (declining by 1 points).
What's driving this score
- Comp-to-revenue ratio of 6.0% 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.