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 | — | 37 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 44 | Fragile | Recovery | |
| 2020 | — | — | 51.1% | 26 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 8.8% | 40 | Fragile | Recovery | |
| 2018 | — | — | 13.1% | 25 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 13.2% | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 16.3% | 28 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 14.8% | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 12.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 9.2% | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 12.9% | 35 | Fragile | Decline Risk | |
| 2011 | — | — | 12.8% | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Christopher Handley | Executive Director | — | ||
| Jessica Marinelli | Board President | — | ||
| Michelle Bouton | Board President | — | ||
| Axel H Heimer III | Secretary | — | ||
| Nakiea Cook | Treasurer | — | ||
| Karen King | Board Member | — | ||
| Katie Pogorzelski | Board Member | — | ||
| Linda Szal Sutton | Board Member | — | ||
| Lee Ann Vogt | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Christopher Handley | Executive Director | — | ||
| Jessica Marinelli | Board President | — | ||
| Michelle Bouton | Board President | — | ||
| Nakiea Cook | Treasurer | — | ||
| Alyssa Brouillet | Board Member | — | ||
| Alex H Heimer III | Board Member | — | ||
| Karen King | Board Member | — | ||
| David Sambora | Board Member | — | ||
| Linda Szal Sutton | Board Member | — | ||
| Lee Ann Vogt | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIA PENDOLINO | Board President | — | ||
| MICHELLE BOUTON | Board President | — | ||
| NAKIEA COOK | Treasurer | — | ||
| KEAVIN LEARY | Board Member | — | ||
| SHAZAD MOHAMMED | Board Member | — | ||
| ARMAND PETRI | Board Member | — | ||
| DAVID SAMBORA | Board Member | — | ||
| LEE ANN VOGT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIM PIAZZA | Board President | — | ||
| MARIA PENDOLINO | Secretary | — | ||
| DAVID SAMBORA | Treasurer | — | ||
| MICHELLE BOUTON | Board Member | — | ||
| NAKIEA COOK | Board Member | — | ||
| LEONARD G LONDON | Board Member | — | ||
| SHAZAD MUSTAPHA MOHAMMED | Board Member | — | ||
| ARMAND PETRI | Board Member | — | ||
| LEE ANN VOGT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIM PIAZZA | Board President | — | ||
| DENNIS KNIPFING | Board President | — | ||
| ELIZABETH BARSI | Secretary | — | ||
| DAVID SAMBORA | Treasurer | — | ||
| MICHELLE BOUTON | Board Member | — | ||
| LEONARD G LONDON | Board Member | — | ||
| SHAZAD MUSTAPHA MOHAMMED | Board Member | — | ||
| MARIA PENDOLINO | Board Member | — | ||
| ARMAND PETRI | Board Member | — | ||
| DAVID SIPOS | Board Member | — | ||
| LEE ANN VOGT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 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
- 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.