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 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 7.5% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 11.9% | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 19.0% | 31 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 6.2% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 7.0% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 12.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 10.1% | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 12.4% | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES GRANT | Board Member | 18.1% of Rev | ||
| James Grant | Executive Director | 14.4% of Rev | ||
| LARRY THOMAS | Treasurer | — | ||
| MICHAEL FLANIGAN | Board Member | — | ||
| WILLIAM GREEN | Board Member | — | ||
| JUDGE PATRICIA HENLEY | Board Member | — | ||
| PATRICIA MABRY | Board Member | — | ||
| ROGELIO FRANCOIS | Board Member | — | ||
| Larry Thomas | Treasurer | — | ||
| Michael Flanigan | Board Member | — | ||
| Williams Green | Board Member | — | ||
| Judge Patricia Henley | Board Of Directors - Advisory | — | ||
| Rogelio Francois | Board Of Directors - Advisory | — | ||
| Laverne Barbara Ford | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES GRANT | Board Member | 7.5% of Rev | ||
| LARRY THOMAS | Treasurer | — | ||
| MICHAEL FLANIGAN | Board Member | — | ||
| WILLIAM GREEN | Board Member | — | ||
| JUDGE PATRICIA HENLEY | Board Member | — | ||
| PATRICIA MABRY | Board Member | — | ||
| ROGELIO FRANCOIS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES GRANT | Board Member | 11.0% of Rev | ||
| LARRY THOMAS | Treasurer | — | ||
| MICHAEL FLANIGAN | Board Member | — | ||
| WILLIAM GREEN | Board Member | — | ||
| JUDGE PATRICIA HENLEY | Board Member | — | ||
| PATRICIA MABRY | Board Member | — | ||
| ROGELIO FRANCOIS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES GRANT | Board Member | 7.0% of Rev | ||
| LARRY THOMAS | Treasurer | — | ||
| MICHAEL FLANIGAN | Board Member | — | ||
| WILLIAM GREEN | Board Member | — | ||
| JUDGE PATRICIA HENLEY | Board Member | — | ||
| PATRICIA MABRY | Board Member | — | ||
| ROGELIO FRANCOIS | Board Member | — |
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: 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 7.5% sits within the sector's healthy band (18–22%).
- 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:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.