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 | 33.3% | 34 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 27.1% | 38 | Governance-Stressed | Recovery | |
| 2021 | — | — | 29.2% | 36 | Governance-Stressed | Recovery | |
| 2020 | — | — | 28.0% | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 21.1% | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 16.4% | 37 | Financially Distressed | Recovery | |
| 2017 | — | — | 18.0% | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 17.8% | 37 | Financially Distressed | Recovery | |
| 2015 | — | — | 19.4% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 18.9% | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 17.8% | 33 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARBARA CAROCCI | Treasurer | 18.7% of Rev | ||
| NANCY TURANO | Board President | 18.5% of Rev | ||
| ADRIENNE STEVENS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY TURANO | Board President | 15.2% of Rev | ||
| BARBARA CAROCCI | Treasurer | 15.1% of Rev | ||
| ADRIENNE STEVENS | Board Member | — | ||
| BERI SANJIV | Board Member | — | ||
| CAROL TURANO | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARBARA CAROCCI | Treasurer | 11.8% of Rev | ||
| NANCY TURANO | Board President | 10.5% of Rev | ||
| ADRIENNE STEVENS | Board Member | — | ||
| BERI SANJIV | Board Member | — | ||
| CAROL TURANO | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 175 other orgs in NJ with NTEE prefix A6.
Most-divergent component: program score sits 34 points above the peer median (60 vs. 26).
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 33.3% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 33.3% to under 22% of revenue — would move governance score by ~23 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.