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 | 2.8% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 2.7% | 43 | Fragile | Decline Risk | |
| 2021 | — | — | 7.9% | 46 | Fragile | Recovery | |
| 2020 | — | — | 0.5% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 6.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 8.0% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 44 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 44 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 48 | Fragile | Stable Watch | |
| 2014 | — | — | — | 48 | Fragile | Recovery | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE RIZZO-BERG | Executive Director | 2.8% of Rev | ||
| RYAN J MURPHY | Board President | — | ||
| MARY PONTIERI | Board President | — | ||
| JEAN FUOCO | Secretary | — | ||
| DAN KELLACHAN | Treasurer | — | ||
| LINDA INGRISANO | Board Member | — | ||
| JACK KRIEGER | Board Member | — | ||
| KEN MEYER | Board Member | — | ||
| ROBERT SILVER | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE RIZZO-BERG | Executive Director | 2.8% of Rev | ||
| RYAN J MURPHY | Board President | — | ||
| MARY PONTEIRI | Board President | — | ||
| JEAN FUOCO | Secretary | — | ||
| ROGER SMITH | Treasurer | — | ||
| LINDA INGRISANO | Board Member | — | ||
| BARBARA KANE | Board Member | — | ||
| DAN KELLACHAN | Board Member | — | ||
| JACK KRIEGER | Board Member | — | ||
| KEN MEYER | Board Member | — | ||
| ROBERT SILVER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELE RIZZO-BERG | Executive Director | 2.0% of Rev | ||
| RYAN J MURPHY | Board President | — | ||
| MARY PONTIERI | Board President | — | ||
| JEAN FUOCO | Secretary | — | ||
| ROGER SMITH | Treasurer | — | ||
| ROBERT SILVER | Board Member | — | ||
| KENNETH R MEYER JR | Board Member | — | ||
| JACK KRIEGER | Board Member | — | ||
| BARBARA KANE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELE RIZZO-BERG | Executive Director | 0.3% of Rev | ||
| ROGER SMITH | Treasurer | — | ||
| ROBERT SILVER | Board Member | — | ||
| KENNETH R MEYER JR | Board Member | — | ||
| JACK KRIEGER | Board Member | — | ||
| BARBARA KANE | Board Member | — | ||
| RYAN J MURPHY | Board President | — | ||
| MARY PONTIERI | Board President | — | ||
| JEAN FUOCO | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GARY HYGOM | Executive Director | 2.5% of Rev | ||
| CLARA IACOPELLI | FORMER GENERAL MANAGER | 1.9% of Rev | ||
| RYAN J MURPHY | Board President | — | ||
| MARY PONTIERI | Board President | — | ||
| JEAN FUOCO | Secretary | — | ||
| ROGER SMITH | Treasurer | — | ||
| ROBERT SILVER | Board Member | — | ||
| MICHAEL RUBENSTEIN | Board Member | — | ||
| KENNETH R MEYER JR | Board Member | — | ||
| JACK KRIEGER | Board Member | — | ||
| BARBARA KANE | 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 2.8% 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.