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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 42 | Fragile | Recovery | |
| 2021 | — | — | 18.1% | 35 | Fragile | Recovery | |
| 2020 | — | — | 21.7% | 27 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 16.4% | 26 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 16.8% | 24 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 14.0% | 39 | Fragile | Recovery | |
| 2013 | — | — | 12.3% | 33 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JANET GILMAN | Board President | — | ||
| SHEILA HAHN | VICE PRESIDE | — | ||
| KEVIN WAY | Treasurer | — | ||
| JORDAN FRAZIER | Board Member | — | ||
| CHRISTINA HERNANDEZ | Board Member | — | ||
| JIM HURTGEN | Board Member | — | ||
| STEVE JOHNSTON | Board Member | — | ||
| TODD MCCLENATHAN | Board Member | — | ||
| VANESSA ORGAN | Board Member | — | ||
| KEITH PETERSON | Board Member | — | ||
| TRICIA SAVILLE | Board Member | — | ||
| MELISSA SORCI TAFT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICK A DAVIS | Executive Director | 13.8% of Rev | ||
| JANET GILMAN | Board President | — | ||
| SHELIA HAHN | Board President | — | ||
| BARBARA YOCHYM | Treasurer | — | ||
| ANDY HURTGEN | Secretary | — | ||
| RICH ALEXANDER | Board Member | — | ||
| JENNIFER DAVIS | Board Member | — | ||
| JORDAN FRAZIER | Board Member | — | ||
| CHRISTINA HERNANDEZ | Board Member | — | ||
| STEVE JOHNSTON | Board Member | — | ||
| SPENCER MORGAN | Board Member | — | ||
| TAYLOR MORSE | JEFF PASSAFARO | — | ||
| TRICIA SAVILLE | Board Member | — | ||
| KEVIN WAY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICK A DAVIS | Executive Director | 13.8% of Rev | ||
| PATRICIA BRIGGS | Board Member | — | ||
| SHARON BARTOO | Board Member | — | ||
| DAVID DENGLER | Board President | — | ||
| MELISSA SORCI-TAFT | Board President | — | ||
| JANET GILMAN | Secretary | — | ||
| ERIC HADLEY | Board Member | — | ||
| JEFF PASSAFARO | Board Member | — | ||
| RICH ALEXANDER | Board Member | — | ||
| JACK BERKLEY | Board Member | — | ||
| CATHY BERNER | Board Member | — | ||
| JENNIFER DAVIS | Board Member | — | ||
| CHUCK NOTARO | Board Member | — | ||
| BARB YOCHYM | Treasurer | — | ||
| VIRGINIA HORVATH | Board Member | — | ||
| ANDY HURTGEN | Board Member | — | ||
| HOLLY HEWITT | 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 16 points below the peer median (15 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.
Overall score has gone from 31 → 35 over 5 years (improving by 4 points).
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.