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 | 23.6% | 37 | Fragile | Recovery | |
| 2022 | — | — | 11.9% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 12.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 9.5% | 40 | Financially Distressed | Recovery | |
| 2018 | — | — | 22.2% | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAYLOR ZACHARY | Treasurer | — | ||
| SIERRA JACKSON | Secretary | — | ||
| ALLISON PINCUS | Board President | — | ||
| DASHIELL FLYNN | Board Member | — | ||
| EBONY LIVINGSTON | Board Member | — | ||
| MICHELAN LEMONIER | Executive Director | — | ||
| BERYL FORD | Executive Director | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DASHIELL FLYNN | Board Member | — | ||
| STESSY MEZEU | Board Member | — | ||
| TANIA ALI | Board Member | — | ||
| RAZELLE TOWNSEND | Board President | — | ||
| KATRYNA HOWARD | Board Member | — | ||
| MICA LE JOHN | Board Member | — | ||
| CHERYL OVERTON | Board Member | — | ||
| SIERRA JACKSON | Secretary | — | ||
| TAYLOR ZACHARY | Treasurer | — | ||
| ALLISON PINCUS | Board President | — | ||
| FATIMA ALI | Board Member | — | ||
| MICHELAN LEMONIER | Executive Director | — | ||
| BERYL FORD | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEREDITH SUTTLES | Board Member | — | ||
| SAMANTHA K WILLIAMS | Secretary | — | ||
| DASHIELL FLYNN | Board Member | — | ||
| CHERYL OVERTON | Board President | — | ||
| TOYA LILLARD | EXECUTIVE DIR | — | ||
| SWETA MERCHANT | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DASHIELL FLYNN | Board Member | — | ||
| SAMANTHA K WILLIAMS | Secretary | — | ||
| SWETA MERCHANT | Treasurer | — | ||
| MEREDITH SUTTLES | Board Member | — | ||
| TOYA LILLARD | EXECUTIVE DIR | — | ||
| CHERYL OVERTON | Board President | — |
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: program score sits 31 points above the peer median (60 vs. 29).
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 23.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Two consecutive years of deficit spending.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.