Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
35
Score
Governance
45
Score
Financial
20
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 18.3% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 6.9% | 46 | Fragile | Recovery | |
| 2021 | — | — | 12.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 7.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 1.8% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 5.8% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 7.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 5.8% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 14.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 12.6% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 16.5% | 31 | Critical Intervention Needed | Recovery | |
| 2010 | — | — | 469.6% | 20 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TRACY SNYDER | Executive Director | 19.7% of Rev | ||
| EMILY MELENDEZ | Board Member | — | ||
| MELANIE GOEHLE | Board Member | — | ||
| THERESA VEPREK | Board Member | — | ||
| STACEY L MOAR ESQ | Board President | — | ||
| TODD PROFFITT | Board President | — | ||
| JENNIFER MALONEY | Treasurer | — | ||
| ANNIE DECK-MILLER | Secretary | — | ||
| ASIA EVANS | Board Member | — | ||
| CARLY CAZER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TRACY SNYDER | Executive Director | 16.4% of Rev | ||
| MARY CZOPP | Board Member | — | ||
| WILLIAM J WELLS CPA | Board Member | — | ||
| SARAH KLEIN KNODEL | Board Member | — | ||
| ABIGAIL FLYNN-KOZARA ESQ | Board Member | — | ||
| ANNIE DECK-MILLER | Board Member | — | ||
| CYNTHIA GIGANTI-LUDWIG ESQ | Board Member | — | ||
| MELANIE GOEHLE | Board Member | — | ||
| NATALIA RICE | Board Member | — | ||
| KATHRYN HOLMBERG | Board Member | — | ||
| JILLIAN CASCARINO | Board Member | — | ||
| ELIZABETH MCPARTLAND | Board Member | — | ||
| STACEY L MOAR ESQ | Secretary | — | ||
| STEPHANIE PEETE | Board President | — | ||
| PAUL TYNO | Board President | — | ||
| DARIA SHANCHUK | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TRACY SNYDER | Executive Director | 15.7% of Rev | ||
| MARY CZOPP | Board President | — | ||
| WILLIAM J WELLS CPA | Treasurer | — | ||
| SARAH KLEIN KNODEL | Secretary | — | ||
| STACEY L MOAR ESQ | Board President | — | ||
| ABIGAIL FLYNN-KOZARA ESQ | Board Member | — | ||
| ANNIE DECK-MILLER | Board Member | — | ||
| CYNTHIA GIGANTI-LUDWIG ESQ | Board Member | — | ||
| DONALD L HOUCK JR | Board Member | — | ||
| JONATHAN MAHONEY | Board Member | — | ||
| KATHRYN HOLMBERG | Board Member | — | ||
| STEPHANIE PEETE | Board Member | — | ||
| JILLIAN CASCARINO | Board Member | — | ||
| PAUL TYNO | Board Member | — | ||
| ELIZABETH MCPARTLAND | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TRACY SNYDER | Board Member | 5.9% of Rev | ||
| ELIZABETH MCPARTLAND | Board President | — | ||
| MARY CZOPP | Board President | — | ||
| WILLIAM J WELLS CPA | Treasurer | — | ||
| SARAH KLEIN KNODEL | Secretary | — | ||
| STACEY L MOAR ESQ | Board Member | — | ||
| ABIGAIL FLYNN-KOZARA ESQ | Board Member | — | ||
| ANNIE DECK-MILLER | Board Member | — | ||
| CHRISTOPHER S NICKSON ESQ | Board Member | — | ||
| CYNTHIA GIGANTI-LUDWIG ESQ | Board Member | — | ||
| DONALD L HOUCK JR | Board Member | — | ||
| JONATHAN MAHONEY | Board Member | — | ||
| KATHRYN HOLMBERG | Board Member | — | ||
| MATT FAMIGLIETTI | Board Member | — | ||
| STEPHANIE PEETE | Board Member | — | ||
| ANGELA LAVIANO-HAMISTER | Board Member | — | ||
| DANIEL LEWIS | Board Member | — | ||
| CHRISTIE JOSEPH | Board Member | — | ||
| GEORGE CLARK | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
20 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
35 / 100
Priority Review
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: program score sits 16 points above the peer median (45 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
- Comp-to-revenue ratio of 18.3% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.