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 | — | — | 5.2% | 44 | Fragile | Recovery | |
| 2022 | — | — | 6.7% | 38 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 6.2% | 42 | Fragile | Recovery | |
| 2020 | — | — | 9.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 8.6% | 36 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 9.3% | 36 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 8.1% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 9.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 9.2% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 40 | Fragile | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kristin A Rapp | Executive Director | 5.8% of Rev | ||
| Jen Perena | Board President | — | ||
| Krista Niles | Board President | — | ||
| James DeLuca | Board Member | — | ||
| Sabra Wood | Board Member | — | ||
| Tim Wilson | Board Member | — | ||
| Michaela Powell | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cheryl McKeiver | Executive Director | 5.4% of Rev | ||
| Jennie Papkin | Board President | — | ||
| Jen Perena | Board President | — | ||
| Jennifer Genter | Treasurer | — | ||
| Dorothy Roach | Secretary | — | ||
| James DeLuca | Board Member | — | ||
| Sarah Viggiani | Board Member | — | ||
| Jacob Zoghlin | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ross Lanzafame | Board Member | 3.9% of Rev | ||
| Janice Gouldthorpe | Executive Director | 2.6% of Rev | ||
| Margaret Ochs | Board President | — | ||
| Jennie Papkin | Board President | — | ||
| Jennifer Genter | Treasurer | — | ||
| James DeLuca | Board Member | — | ||
| Jen Perena | Board Member | — | ||
| Sarah Murphy | Board Member | — | ||
| Lydia Palmer | Board Member | — | ||
| Barry Stauber | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NY with NTEE prefix A2.
Most-divergent component: program score sits 29 points above the peer median (60 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 5.2% 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.