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 | — | — | 11.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 8.3% | 40 | Fragile | Recovery | |
| 2021 | — | — | — | 40 | Fragile | Recovery | |
| 2020 | — | — | 7.2% | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 8.2% | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 15.7% | 27 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 19.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 20.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 59 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY WHITE GRAVES | Executive Director | 11.5% of Rev | ||
| JEANNINE KERR | TERM ENDED 09/24 | — | ||
| NANCY ROBBINS | Board President | — | ||
| ROHI MIRZA PANDYA | Board Member | — | ||
| MARC SCHLESINGER | Treasurer | — | ||
| JEREMY SHAMOS | Board Member | — | ||
| JANNE ROSA | Board Member | — | ||
| LAKOTA LEIJON | Board President | — | ||
| PING DEL GIUDICE | Secretary | — | ||
| DANIEL KLAIDMAN | Board Member | — | ||
| ANDY PASCAL | Board Member | — | ||
| JASON VEASEY | Board Member | — | ||
| MAUREEN FERRY | Board Member | — | ||
| TYLER PRIDE | Board Member | — | ||
| BRIEHAN LYNCH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY WHITE GRAVES | Executive Director | 11.3% of Rev | ||
| ALISON DONNELLY | Secretary | — | ||
| JEANNINE KERR | Board Member | — | ||
| MINDY GREENBERG | Board Member | — | ||
| NANCY ROBBINS | Board President | — | ||
| ROHI MIRZA PANDYA | Board Member | — | ||
| JILL CORNELL | Board Member | — | ||
| MARC SCHLESINGER | Treasurer | — | ||
| ERIN TEXEIRA | Board President | — | ||
| JEREMY SHAMOS | Board Member | — | ||
| LAUREN ELMORE | Board Member | — | ||
| JANNE ROSA | Board Member | — | ||
| LAKOTA LEIJON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY WHITE GRAVES | Executive Director | 9.6% of Rev | ||
| CHLOE WASSERMAN | Board Member | — | ||
| ALISON DONNELLY | Board Member | — | ||
| JEANNINE KERR | Secretary | — | ||
| MINDY GREENBERG | Board Member | — | ||
| NANCY ROBBINS | Board President | — | ||
| ROHI MIRZA PANDYA | Board Member | — | ||
| JILL CORNELL | Treasurer | — | ||
| MARC SCHLESINGER | Board Member | — | ||
| ERIN TEXEIRA | Board President | — | ||
| JEREMY SHAMOS | Board Member | — | ||
| LAUREN ELMORE | 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 31 points below the peer median (0 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
- Comp-to-revenue ratio of 11.5% 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.