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 | — | — | 9.6% | 40 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 9.7% | 44 | Fragile | Recovery | |
| 2021 | — | — | 10.1% | 38 | Financially Distressed | Stable Watch | |
| 2020 | — | — | 11.7% | 35 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 14.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.6% | 35 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 12.1% | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 11.2% | 39 | Fragile | Recovery | |
| 2015 | — | — | 13.7% | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 14.2% | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 12.4% | 39 | Fragile | Recovery | |
| 2011 | — | — | 13.6% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNY CHANG | Executive Director | 9.3% of Rev | ||
| JEAN GOODHEART | Board Member | — | ||
| RICHARD NOLAN | Treasurer | — | ||
| NICK CORTESE | Board President | — | ||
| CINDY HENRY | Secretary | — | ||
| LEIGHTON BLACKWOOD | Board Member | — | ||
| DAVID MIXTER | Board President | — | ||
| ELIZABETH GARUFI | Board Member | — | ||
| ROSE OLSEN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY BARNO REYNOLDS | Executive Director | 8.6% of Rev | ||
| STEPHANIE KRUMMENACKER | Board Member | — | ||
| GREG CHIANIS | Board Member | — | ||
| ORAZIO SALATI | Board Member | — | ||
| NICK CORTESE | Board President | — | ||
| MARTINE BARNABY | Board Member | — | ||
| CINDY HENRY | Secretary | — | ||
| TAD CLINE | Treasurer | — | ||
| DENISE EDMISTER | Board Member | — | ||
| DAVID MIXER | Board President | — | ||
| DEBRA COLON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY BARNO REYNOLDS | Executive Director | 8.3% of Rev | ||
| DEBRA COLON | Board President | — | ||
| STEPHANIE KRUMMENACKER | Treasurer | — | ||
| LARRY DAKE | Secretary | — | ||
| GREG CHIANIS | Board Member | — | ||
| YARON KWELLER | Board Member | — | ||
| SCOTT ROSMAN | Board Member | — | ||
| ORAZIO SALATI | Board Member | — | ||
| JON LAYISH | Board Member | — | ||
| NICK CORTESE | Board Member | — | ||
| MARTINE BARNABY | Board Member | — | ||
| CINDY HENRY | Board Member | — | ||
| TAD CLINE | Board Member | — | ||
| DENISE EDMISTER | Board Member | — |
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.
What's driving this score
- Comp-to-revenue ratio of 9.6% 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.