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 | Hidden | Hidden | 3.9% | 43 | Fragile | Decline Risk | |
| 2022 | — | — | 4.7% | 46 | Fragile | Recovery | |
| 2021 | — | — | 3.1% | 39 | Financially Distressed | Recovery | |
| 2020 | — | — | 5.0% | 30 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 2.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 3.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 2.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 4.3% | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 2.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 8.9% | 30 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 5.3% | 30 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 6.5% | 30 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 7.2% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHERINE QUINN | Board President | Hidden | ||
| SUSAN QUINN | Board President | — | ||
| JEFFREY QUINN | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHERINE QUINN | Board President | Hidden | ||
| MATTHEW QUINN | Secretary | — | ||
| JEFFREY QUINN | Treasurer | — | ||
| SUSAN QUINN | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeffrey Quinn | Treasurer | — | ||
| Susan Quinn | Board President | — | ||
| Matthew Quinn | Secretary | — | ||
| Katherine Quinn | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Katherine Quinn | Board President | Hidden | ||
| Jeffrey Quinn | Treasurer | — | ||
| Susan Quinn | Board President | — | ||
| Matthew Quinn | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 29 other orgs in ME with NTEE prefix A6.
Most-divergent component: program score sits 26 points above the peer median (60 vs. 34).
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 3.9% 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.