Trinity Episcopal Schools Corporation 
The information on this page was last updated 6/9/2023. If you see errors or omissions, please email: [email protected]
Summary
Located on the Upper West Side of New York City, Trinity School is a college preparatory, coeducational independent school for grades K-12. Since 1709, Trinity has provided a world-class education to its students with rigorous academics and outstanding programs in athletics, the arts, peer leadership, and global travel.
Contact information
Mailing address:
Trinity Episcopal Schools Corporation
139 West 91st St
New York, NY 10024-1326
Website: trinityschoolnyc.org
Phone: 212-932-6854
Email: [email protected]
Organization details
EIN: 135563003
CEO/President: John Allman
Chairman: David Perez
Board size: 35
Founder: William Huddleston
Ruling year: 1942
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
Vision:
Guided by a desire to be in solidarity with each other, we aim to create a school in which all community members feel a genuine sense of belonging.
Trinity's Diversity, Equity, and Inclusion program is guided by a desire to be in solidarity: the idea that our experiences are inextricably interwoven, that what affects one affects all, and that we must stand with each other instead of just for each other. Essential to the idea of solidarity is the need to acknowledge and affirm the dignity of all people. We believe that solidarity can apply to all experiences in a community as diverse as ours.
Mission statement
Our Vocation
The conversation between student and teacher is the heart of our school; all that we do must be born of and nourish that relationship. We are called to challenge the minds, fire the imaginations, and train the bodies of the young people who have been entrusted to us; to enlarge their spiritual lives; and to increase their capacity for mutual and self-respect. We intend to prepare them to learn confidently for the rest of their lives and to give generously and joyfully to others. We can accomplish these things only if we keep our students safe and well while they are in our charge.
Our Obligation
We must ask our young people what they believe in so they can know themselves in the world. We must give them the tools of rigorous and passionate intellectual inquiry and self-expression so they can grow. In our commitment to diversity, we must show our students how to be colleagues and friends so they can act out of respect and love. We must lead them to distinguish right from wrong and then do what is right so they can be persuasive and courageous citizens.
Our Promise
As a school community with these purposes and responsibilities, we will engage the larger communities of city, nation, and world of which we are a part. We will serve our neighbors. We will live fully in our city-exploring its byways and playing over its terrain. We will learn its history and traditions, and what it can teach us of the arts and sciences. We will embody and celebrate its diversity.
Our Means
Labore et virtute. The terms of our motto, hard work and moral excellence, are meant to strengthen us as we pursue the promise and joy of Trinity School. We ask Trinity families, alumni, and friends to join us in taking on this high calling.
Statement of faith
Donor confidence score
Transparency grade
D
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: K-12 Schools/Academies
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 933 of 1118 | 48 of 49 |
| Fund acquisition rating | | 682 of 1119 | 37 of 49 |
| Resource allocation rating | | 916 of 1119 | 42 of 49 |
| Asset utilization rating | | 741 of 1118 | 36 of 49 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 11% | 24% | 18% | 17% | 17% | 15% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 3% | 3% | 2% | 3% | 3% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 13% | 13% | 16% | 15% | 16% | 19% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 3% | 3% | 2% | 3% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 87% | 87% | 84% | 85% | 84% | 81% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 75% | 74% | 70% | 74% | 75% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 106% | 108% | 104% | 90% | 99% |
Program output ratio Program output ratio = Program services / Total revenue | 80% | 79% | 80% | 73% | 67% | 74% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | -6% | -8% | -4% | 10% | 1% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | -3% | -3% | -1% | 4% | 1% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 22% | 23% | 27% | 23% | 22% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.50 | 0.31 | 0.31 | 0.30 | 0.28 | 0.28 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 3.10 | 2.40 | 2.37 | 2.62 | 2.89 | 2.99 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.87 | 0.76 | 0.74 | 0.79 | 0.80 | 0.84 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 3.06 | 3.30 | 3.31 | 4.95 | 4.83 | 4.94 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.33 | 0.30 | 0.30 | 0.20 | 0.21 | 0.20 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 3.17 | 11.04 | 11.39 | 12.19 | 11.83 | 11.35 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 32% | 26% | 27% | 23% | 23% | 23% |
Debt ratio Debt ratio = Debt / Total assets | 9% | 13% | 13% | 13% | 14% | 15% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 137% | 234% | 236% | 258% | 276% | 272% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $22,214,524 | $27,222,598 | $17,839,827 | $12,944,780 | $14,327,640 |
| Receivables, inventories, prepaids | $2,740,217 | $1,628,659 | $1,992,954 | $4,336,658 | $5,288,396 |
| Short-term investments | $83,342,024 | $80,628,405 | $81,685,072 | $70,391,595 | $64,240,984 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $108,296,765 | $109,479,662 | $101,517,853 | $87,673,033 | $83,857,020 |
| Long-term investments | $98,345 | $93,883 | $12,517,236 | $11,836,757 | $17,048,085 |
| Fixed assets | $151,470,400 | $149,219,599 | $151,038,795 | $153,628,518 | $149,819,473 |
| Other long-term assets | $561,908 | $659,701 | $540,408 | $440,083 | $388,432 |
| Total long-term assets | $152,130,653 | $149,973,183 | $164,096,439 | $165,905,358 | $167,255,990 |
| Total assets | $260,427,418 | $259,452,845 | $265,614,292 | $253,578,391 | $251,113,010 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $5,504,681 | $6,822,911 | $6,886,030 | $6,108,268 | $5,035,321 |
| Other current liabilities | $27,351,861 | $26,215,939 | $13,622,063 | $12,038,009 | $11,927,612 |
| Total current liabilities | $32,856,542 | $33,038,850 | $20,508,093 | $18,146,277 | $16,962,933 |
| Debt | $33,300,688 | $33,985,313 | $35,000,117 | $35,809,901 | $37,139,507 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $2,196,735 | $2,575,072 | $4,290,192 | $5,150,249 | $4,421,132 |
| Total long-term liabilities | $35,497,423 | $36,560,385 | $39,290,309 | $40,960,150 | $41,560,639 |
| Total liabilities | $68,353,965 | $69,599,235 | $59,798,402 | $59,106,427 | $58,523,572 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $138,332,378 | $131,148,884 | $140,249,134 | $137,752,557 | $138,235,527 |
| With donor restrictions | $53,741,075 | $58,704,726 | $65,566,756 | $56,719,407 | $54,353,911 |
| Net assets | $192,073,453 | $189,853,610 | $205,815,890 | $194,471,964 | $192,589,438 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $10,206,384 | $11,682,904 | $11,343,962 | $12,143,764 | $13,468,562 |
| Program service revenue | $64,946,805 | $61,927,151 | $58,455,072 | $57,023,341 | $54,008,182 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $2,010,505 | $984,133 | $7,287,921 | $7,982,292 | $3,360,214 |
| Other revenue | ($20,039) | ($83,893) | ($213,264) | $842,317 | $930,416 |
| Total other revenue | $66,937,271 | $62,827,391 | $65,529,729 | $65,847,950 | $58,298,812 |
| Total revenue | $77,143,655 | $74,510,295 | $76,873,691 | $77,991,714 | $71,767,374 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $61,300,611 | $59,584,674 | $56,019,308 | $52,228,178 | $52,958,888 |
| Management and general | $18,260,682 | $18,808,781 | $21,808,595 | $16,177,279 | $15,761,756 |
| Fundraising | $2,407,503 | $2,159,121 | $1,905,477 | $2,112,503 | $1,998,821 |
| Total expenses | $81,968,796 | $80,552,576 | $79,733,380 | $70,517,960 | $70,719,465 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | ($4,825,141) | ($6,042,281) | ($2,859,689) | $7,473,754 | $1,047,909 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($4,825,141) | ($6,042,281) | ($2,859,689) | $7,473,754 | $1,047,909 |
Compensation
| Name | Title | Compensation |
| John Allman | Head of School | $1,503,203 |
| Alexis Mulvihill | Asst Head | $586,232 |
| Myles Amend | Assoc Head For Advancement and Oper. | $523,022 |
| Kristin Crawford | Principal, Lower School | $351,572 |
| Joan Dannenberg | Chief Financial Officer - Former | $346,689 |
| Stephen Kolman | Principal, Upper School | $332,790 |
| Suzanne Jablonski | Dir of Operations & Auxili | $325,993 |
| Jason Ford | Director of College Counseling | $305,129 |
| Thomas Stanton | Chief Financial Officer | $267,680 |
Compensation data as of: 6/30/2023
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 6/9/2023. To update the information below, please email: [email protected]
History
Trinity School was founded in 1709 when William Huddleston, a New York lawyer and a city schoolmaster, successfully petitioned the London-based Society for the Propagation of the Gospel for school books and an annual salary of ten pounds.
In his petition, now in the archives of Lambeth Palace in London, Huddleston wrote that the "want of a publick school in the City of New York where...poor children...might be taught gratis is the occasion of an abundance of irreligion." He proposed to provide free education for the poor in the new English Colony. The rector and wardens of Trinity Church and the mayor and aldermen of New York were enthusiastic and offered the new school classrooms in the Trinity Church bell tower and in old City Hall. The society, whose 1701 charter under King William called for it to "found schools everywhere," agreed to fund Huddleston's school, provided only that the mayor and aldermen certify to London annually the presence of forty poor children at the school, and so each year the mayor and aldermen in colonial New York visited the school to compile class lists which were then sent to the society in London. Today these colonial class lists can be found at Oxford University's Bodleian Library. At its founding Trinity School was a charity school, a not uncommon origin for some of today's oldest and most prestigious schools. Most children in the early 18th century were educated at home; only the poor needed a special institution to act in loco parentis.
Trinity School was the only New York school to operate unhindered during the British occupation of the city in the Revolutionary War. After the Revolution, however, the School underwent major changes, which transformed it into the institution it is today. Ties to England were cut by the Revolution and so the school needed a new financial benefactor. Trinity Church provided a portion of the money. Additional money came from the Common Council of the City of New York. In the early years of the new Republic, public support shifted from the sectarian charity schools to the newly established Free School Society, with its vision of non-sectarian, universal, free public education. By 1825 New York City withdrew all financial support from church charity schools. Lacking such assistance, Trinity School, which had fought these changes, reincorporated as a private school, redefining its purpose and taking up its role as a college preparatory school.
On December 20, 1859, Trinity celebrated its 150th anniversary with a special ceremony at Trinity Chapel. At that service the school unveiled a jubilee shield with the motto "Labore et Virtute" which had been designed for the occasion. The Reverend John McVickar, professor at Columbia College, delivered the anniversary discourse. He traced the history of "old Trinity," dedicated it to the "rightful training of our rising youth, of our city's and country's coming rulers" and pointed to the large endowment which would soon become remunerative and raise Trinity School to the level of such English establishments as Harrow, Eton, Westminster and Winchester. The transition from charity school to an institution modeled on the finest English educational foundations was completed.
By the late 1880's the school's endowment was large enough to allow the trustees to begin a major expansion. Several lots were purchased on West 91st Street and a handsome new school building took its place alongside the town houses of the well-to-do on Manhattan's Upper West Side. The size of the student body was increased by over 90 percent in 1895 and construction was also begun on a girls' school, Saint Agatha's, at West End Avenue and 87th Street. In addition, the school found money enough to be true to its charity school origins and offer generous financial assistance to those in need.
The growth of Trinity was steady, both in plant and numbers, during the first seventy years of this century. The growth was bold and dramatic in the late 1960's and early 1970's. The student body grew from 417 to 589, co-education was introduced in the Upper School, and the new Hawley wing of the school was opened for classes.
During the period 1975-1986, an arts pavilion and a theater were added to the plant, and the school began co-education in the Lower School, starting with Kindergarten. All grades at Trinity are now co-educational. During the 1984-85 academic year, Trinity celebrated its 275th anniversary and saw an enrollment of 860 students, the highest in the school's history.
In recent years, attention has been focused on keeping the academic standards of Trinity high and the financial health of the school robust in a time of shrinking resources. Trinity graduates are now widely recognized as well-prepared academically, and the school's budget is balanced. In June of 1998, the school completed a $20 million capital campaign, historic in its scope and permitting the building of a new middle school and two gymnasiums, which were dedicated in the fall of 1999.
During the 2008-2009 academic year, Trinity celebrated its 300th Anniversary, marking over three centuries of challenge and achievement.