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
32
Score
Governance
50
Score
Financial
0
Score
Program
60
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 3.2% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 2.5% | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 5.6% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 5.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 2.6% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEREK DURBIN | Board Member | — | ||
| ELLEN MARLATT | Board Member | — | ||
| BETH NORTON | Board Member | — | ||
| MICHELLE LONG | Board Member | — | ||
| FRANK ANTHONY | Board President | — | ||
| KEN GRAY | Board President | — | ||
| STEEVE WINTLE | Treasurer | — | ||
| RANDALL MIKKELSEN | Secretary | — | ||
| GARETH FORSEY | Board Member | — | ||
| HELEN GORANNSON | Board Member | — | ||
| BETH BLOMQUIST | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARTHUR CARAKATSANE | Board President | — | ||
| KEN GRAY | Board President | — | ||
| STEEVE WINTLE | Treasurer | — | ||
| TUCKER ODDLEIFSON | Board Member | — | ||
| JASON GOODRICH | Board Member | — | ||
| HELEN GORANNSON | Board Member | — | ||
| KATELYN KWOKA | Secretary | — | ||
| BETH BLOMQUIST | Board Member | — | ||
| RANDALL MIKKELSON | Board Member | — | ||
| FRANK ANTHONY | Board Member | — | ||
| JOSEPH APRIL | Board Member | — | ||
| ELLEN MARLATT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN CAVALARO | Executive Dir. | Hidden | ||
| KATHLEEN CAVALARO | Executive Director | Hidden | ||
| KELLY GOODWIN | Board Member | — | ||
| SARAH LACHANCE | Board Member | — | ||
| NATHANIEL MOURNEAULT | Board Member | — | ||
| STEVE SMITH | Board Member | — | ||
| TUCKER ODDLEIFSON | Board Member | — | ||
| DAVID SMITH | Board Member | — | ||
| STEEVE WINTLE | Treasurer | — | ||
| JASON GOODRICH | Board Member | — | ||
| ALAN GOLD | Board President | — | ||
| JONATHAN DAY | Secretary | — | ||
| LIN TAMULONIS | Board President | — | ||
| DICK WINN | Board President | — | ||
| KATELYN KWOKA | Treasurer | — | ||
| BRENDA RICHARDS | BOARD OF DIRECTORS | — | ||
| DANE PETERS | BOARD OF DIRECTORS | — | ||
| CHRISTOPHER BRAY | BOARD OF DIRECTORS | — | ||
| ARTHUR CARAKATSANE | BOARD OF DIRECTORS | — | ||
| ROBIN LURIE-MEYERKOPF | BOARD OF DIRECTORS | — | ||
| KELLY GOODWIN | BOARD OF DIRECTORS | — | ||
| SARAH LACHANCE | BOARD OF DIRECTORS | — | ||
| NATHANIEL MOURNEAULT | BOARD OF DIRECTORS | — | ||
| STEVE SMITH | BOARD OF DIRECTORS | — | ||
| JONATHAN DAY | Board Member | — | ||
| LIN TAMULONIS | Board President | — | ||
| KATELYN KWOKA | Secretary | — | ||
| BRENDA RICHARDS | Board Member | — | ||
| CHRISTOPHER BRAY | Board Member | — | ||
| ARTHUR CARAKATSANE | Board President | — | ||
| TUCKER ODDLEIFSON | Board Member | — | ||
| STEEVE WINTLE | Treasurer | — | ||
| JASON GOODRICH | Board Member | — | ||
| KENNETH GRAY | Board President | — | ||
| BETH BLOOMQUIST | Board Member | — | ||
| LINDA MCLEAR | Board Member | — | ||
| RANDALL MIKKELSEN | Board Member | — | ||
| JAMIE MILLAR | Board Member | — | ||
| ALAN GOLD | Executive Director | — | ||
| JONATHAN DAY | Secretary | — | ||
| LIN TAMULONIS | Board President | — | ||
| DICK WINN | Board Member | — | ||
| KATELYN KWOKA | Board Member | — | ||
| BRENDA RICHARDS | Board Member | — | ||
| DANE PETERS | Board Member | — | ||
| CHRISTOPHER BRAY | Board Member | — | ||
| ARTHUR CARAKATSANE | Board Member | — | ||
| ROBIN LURIE-MEYERKOPF | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN CAVALARO | Executive Director | Hidden | ||
| ALAN GOLD | Board President | — | ||
| JONATHAN DAY | Secretary | — | ||
| LIN TAMULONIS | Board President | — | ||
| DICK WINN | Board President | — | ||
| KATELYN KWOKA | Treasurer | — | ||
| BRENDA RICHARDS | BOARD OF DIRECTORS | — | ||
| DANE PETERS | BOARD OF DIRECTORS | — | ||
| CHRISTOPHER BRAY | BOARD OF DIRECTORS | — | ||
| ARTHUR CARAKATSANE | BOARD OF DIRECTORS | — | ||
| ROBIN LURIE-MEYERKOPF | BOARD OF DIRECTORS | — | ||
| KELLY GOODWIN | BOARD OF DIRECTORS | — | ||
| SARAH LACHANCE | BOARD OF DIRECTORS | — | ||
| NATHANIEL MOURNEAULT | BOARD OF DIRECTORS | — | ||
| STEVE SMITH | BOARD OF DIRECTORS | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
32 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 22 other orgs in NH with NTEE prefix A6.
Most-divergent component: financial score sits 41 points below the peer median (0 vs. 41).
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
- 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.