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 | 5.1% | 40 | Financially Distressed | Recovery | |
| 2022 | — | — | 12.6% | 31 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 13.3% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 18.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 6.2% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 6.8% | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | 8.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 7.7% | 36 | Financially Distressed | Recovery | |
| 2015 | — | — | 7.5% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 9.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 8.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 5.9% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Carl Clay | Board President | 6.5% of Rev | ||
| John Howell | Board Member | — | ||
| Everett Hopkins | Board President | — | ||
| Antoinette Brown | Board Member | — | ||
| Arthur French | Board President | — | ||
| Bob Law | Board President | — | ||
| Timothy James | Board President | — | ||
| Jack Seng | Treasurer | — | ||
| Chris Curry | Board Member | — | ||
| Gloria Thomas | Secretary | — | ||
| Gilford Finch | Board Member | — | ||
| Doborah King Dorman | Board Member | — | ||
| Faye Yelardy | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Carl Clay | Board President | 5.1% of Rev | ||
| Gloria Thomas | Secretary | — | ||
| Chris Curry | Board Member | — | ||
| Jack Seng | Treasurer | — | ||
| Faye Yelardy | Board Member | — | ||
| Doborah King Dorman | Board Member | — | ||
| Gilford Finch | Board Member | — | ||
| Antoinette Brown | Board Member | — | ||
| Everett Hopkins | Board President | — | ||
| John Howell | Board Member | — | ||
| Timothy James | Board President | — | ||
| Bob Law | Board President | — | ||
| Arthur French | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARL CLAY | Executive Director | 6.7% of Rev | ||
| ANTHONY ELLISON | Board Member | 4.8% of Rev | ||
| JOHN HOWELL CPA | Board Member | — | ||
| EVERETT HOPKINS ESQ | Board President | — | ||
| ANTOINETTE BROWN | Board President | — | ||
| ARHTUR FRENCH | Board President | — | ||
| BOB LAW | Board President | — | ||
| TIMOTHY JAMES | Board President | — | ||
| JACK SENG | Treasurer | — | ||
| CHRIS CURRY | Board Member | — | ||
| GLORIA THOMAS | SERETARY | — | ||
| GILFORD FINCH | Board Member | — | ||
| DOBORAH KING DORMAN | Board Member | — | ||
| FAYE YELARDY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARL CLAY | Executive Director | 4.8% of Rev | ||
| ANTHONY ELLISSON | Board Member | 3.9% of Rev | ||
| ROMAN KHUKHASHVILI | ACCOUNTANT | 1.5% of Rev | ||
| TIMOTHY JAMES | VICE CHAIRMAN | 0.1% of Rev | ||
| JOHN HOWELL CPA | Board President | — | ||
| EVERETT HOPINKS ESQ | Board President | — | ||
| ANTOINETTE BROWN | Board President | — | ||
| BOB LAW | Board President | — | ||
| JACK SENG | Treasurer | — | ||
| CHRIS CURRY | Board Member | — | ||
| GLORIA THOMAS | Board Member | — | ||
| GILFORD FINCH | Board Member | — | ||
| DOBORAH KINGDORMAN | Board Member | — | ||
| FAYE YELARDY | 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
- Comp-to-revenue ratio of 5.1% 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.