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 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2022 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2021 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANN LAYENDECKER | Board Member | — | ||
| JOHN LAYENDECKER | Board Member | — | ||
| EDWARD MERMELSTEIN | Board Member | — | ||
| DEBORAH WINGERT | Board Member | — | ||
| ROSE CAIOLA | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EDWARD MERMELSTEIN | Board Member | — | ||
| JOHN LAYENDECKER | Board Member | — | ||
| ANN LAYENDECKER | Board Member | — | ||
| DEBORAH WINGERT | Board Member | — | ||
| ROSE CAIOLA | Executive Director | — | ||
| EDWARD MERMELSTEIN | Board Member | — | ||
| JOHN LAYENDECKER | Board Member | — | ||
| ANN LAYENDECKER | Board Member | — | ||
| DEBORAH WINGERT | Board Member | — | ||
| ROSE CAIOLA | Executive Director | — | ||
| EDWARD MERMELSTEIN | Board Member | — | ||
| JOHN LAYENDECKER | Board Member | — | ||
| ANN LAYENDECKER | Board Member | — | ||
| DEBORAH WINGERT | Board Member | — | ||
| ROSE CAIOLA | Executive Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 16 other orgs in NY with NTEE prefix A0.
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.