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 | — | |
| 2023 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2021 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2020 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SENTHIL HARIRAMASAMY | Board President | — | ||
| CALVIN MARTIN | Board Member | — | ||
| THURMAN E SCOTT | Board President | — | ||
| EILEEN M BURKE | Treasurer | — | ||
| MARIKO ENKOJI-BUSCH | Secretary | — | ||
| CARLOS LOPEZ | CHAIRMAN | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SENTHIL HARIRAMASAMY | Secretary | — | ||
| CALVIN MARTIN | Board Member | — | ||
| LEWIS WRIGHT MD | Board President | — | ||
| EILEEN M BURKE | Treasurer | — | ||
| THURMAN E SCOTT | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SENTHIL HARIRAMASAMY | Board Member | — | ||
| CALVIN MARTIN | Board Member | — | ||
| LEWIS WRIGHT | Secretary | — | ||
| EILEEN BURKE | Treasurer | — | ||
| THURMAN SCOTT | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SENTHIL HARIRAMASAMY | Board Member | — | ||
| CALVIN MARTIN | Board Member | — | ||
| THURMAN E SCOTT | Board President | — | ||
| EILEEN M BURKE | Treasurer | — | ||
| LEWIS WRIGHT | Board President | — |
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: 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
- 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.