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 | — | — | 2.2% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 3.3% | 39 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 6.6% | 38 | Financially Distressed | Recovery | |
| 2020 | — | — | 16.7% | 35 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 4.9% | 43 | Fragile | Recovery | |
| 2018 | — | — | 2.7% | 39 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 4.2% | 41 | Financially Distressed | Recovery | |
| 2016 | — | — | 5.6% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 5.2% | 40 | Financially Distressed | Recovery | |
| 2013 | — | — | 5.9% | 36 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 5.9% | 40 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 5.5% | 40 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANTHONY HAGOPIAN | Secretary | 2.2% of Rev | ||
| HOLLY POE DURBIN | Board President | — | ||
| KRISTIN SOSNOWSKY | Board President | — | ||
| TIZA GARLAND | Board Member | — | ||
| JULIA GIBSON | Board Member | — | ||
| KEVIN MCCLATCHY | Board Member | — | ||
| DEANNA FITZGERALD | Board President | — | ||
| TRACY NUNNALLY | Board Member | — | ||
| MARY BETH EASLEY | Board Member | — | ||
| KIP MARSH | Treasurer | — | ||
| MILAGROS PONCE DE LEON | Board Member | — | ||
| ROBIN SNELLER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANTHONY HAGOPIAN | Secretary | 2.1% of Rev | ||
| HOLLY POE DURBIN | Board President | — | ||
| KRISTIN SOSNOWSKY | Treasurer | — | ||
| ROBERT RAMIREZ | Board President | — | ||
| MARISSA CHIBAS | Board Member | — | ||
| COLLEEN KELLY | Board Member | — | ||
| BRANT POPE | Board President | — | ||
| BRACKLEY FRAYER | Board Member | — | ||
| DEANNA FITZGERALD | Board Member | — | ||
| MICHAEL BRADFORD | Board Member | — | ||
| MARY BETH EASLEY | Board Member | — | ||
| KIP MARSH | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANTHONY HAGOPIAN | Secretary | 2.1% of Rev | ||
| HOLLY POE DURBIN | Board President | — | ||
| KRISTIN SOSNOWSKY | Treasurer | — | ||
| ROBERT RAMIREZ | Board President | — | ||
| MARISSA CHIBAS | Board Member | — | ||
| COLLEEN KELLY | Board Member | — | ||
| BRANT POPE | Board President | — | ||
| BRACKLEY FRAYER | Board Member | — | ||
| DEANNA FITZGERALD | Board Member | — | ||
| MICHAEL BRADFORD | Board Member | — | ||
| MARY BETH EASLEY | Board Member | — | ||
| KIP MARSH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANTHONY HAGOPIAN | Secretary | 1.9% of Rev | ||
| HOLLY POE DURBIN | Board President | — | ||
| JACOB PINHOLSTER | Treasurer | — | ||
| ROBERT RAMIREZ | Board President | — | ||
| MARISSA CHIBAS | Board Member | — | ||
| COLLEEN KELLY | Board Member | — | ||
| KRISTIN SOSNOWSKY | Board Member | — | ||
| BRANT POPE | Board President | — | ||
| BRACKLEY FRAYER | Board Member | — | ||
| DEANNA FITZGERALD | Board Member | — | ||
| MICHAEL BRADFORD | Board Member | — | ||
| MARY BETH EASLEY | Board Member | — | ||
| KIP MARSH | Board Member | — |
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
- Comp-to-revenue ratio of 2.2% 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.