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
58
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | 1.9% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 3.6% | 39 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 7.2% | 42 | Fragile | Recovery | |
| 2020 | — | — | 7.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.4% | 38 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 9.0% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | 6.1% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 11.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 10.6% | 36 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 9.3% | 42 | Fragile | Stable Watch | |
| 2013 | — | — | 8.8% | 42 | Fragile | Stable Watch | |
| 2012 | — | — | 9.7% | 42 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN EVANS MCCLURE | Executive Director | Hidden | ||
| MARK FOLEY | Board President | — | ||
| REBECCA MCMEEKIN | Board President | — | ||
| GREGORY SARGENT | Treasurer | — | ||
| SABRINA BROWN | Secretary | — | ||
| STEPHEN PITE | Board Member | — | ||
| SEAN CLUTE | Board Member | — | ||
| WILL KASSO CONDRY | Board Member | — | ||
| SHARON FANTL | Board Member | — | ||
| BRIAN MURPHY | Board Member | — | ||
| STEPHEN STINEHOUR | Board Member | — | ||
| ROBIN PERLAH | Board Member | — | ||
| GREG PAUS | Board Member | — | ||
| TONY PIETRICOLA | Board Member | — | ||
| GREG CUTLER | Board Member | — | ||
| HOLLY GROSCHNER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN MITTELMAN | Executive Director | Hidden | ||
| ED CLARK | Secretary | — | ||
| SABRINA BROWN | Board Member | — | ||
| REBECCA MCMEEKIN | Board President | — | ||
| GAIL NUNZIATA | Board Member | — | ||
| GREG PAUS | Board President | — | ||
| TONY PIETRICOLA | Board Member | — | ||
| STEPHEN PITE | Board Member | — | ||
| GREGORY SARGENT | Treasurer | — | ||
| GREG CUTLER | Board Member | — | ||
| NICK SHERMAN | Board Member | — | ||
| SEAN CLUTE | Board Member | — | ||
| EMILY BERNARD | Board Member | — | ||
| WILL KASSO CONDRY | Board Member | — | ||
| SHARON FANTL | Board Member | — | ||
| MARK FOLEY | Board Member | — | ||
| HOLLY GROSCHNER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN MITTELMAN | Executive Director | Hidden | ||
| ED CLARK | Secretary | — | ||
| SABRINA BROWN | Board Member | — | ||
| REBECCA MCMEEKIN | Board President | — | ||
| GAIL NUNZIATA | Board Member | — | ||
| GREG PAUS | Board President | — | ||
| TONY PIETRICOLA | Board Member | — | ||
| STEPHEN PITE | Board Member | — | ||
| GREGORY SARGENT | Treasurer | — | ||
| GREG CUTLER | Board Member | — | ||
| NICK SHERMAN | Board Member | — | ||
| SEAN CLUTE | Board Member | — | ||
| EMILY BERNARD | Board Member | — | ||
| WILL KASSO CONDRY | Board Member | — | ||
| SHARON FANTL | Board Member | — | ||
| MARK FOLEY | Board Member | — | ||
| HOLLY GROSCHNER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN MITTELMAN | Executive Director | Hidden | ||
| ED CLARK | Secretary | — | ||
| JO SABEL COURTNEY | Board Member | — | ||
| SABRINA BROWN | Board Member | — | ||
| REEVE LINDBERGH | Board Member | — | ||
| REBECCA MCMEEKIN | Board Member | — | ||
| NICOLE NELSON | Board Member | — | ||
| GAIL NUNZIATA | Board President | — | ||
| BOB STANNARD | Board Member | — | ||
| GREG PAUS | Board Member | — | ||
| TONY PIETRICOLA | Board Member | — | ||
| STEPHEN PITE | Board Member | — | ||
| GREGORY SARGENT | Treasurer | — | ||
| GREG CUTLER | Board Member | — | ||
| MAJOR JACKSON | Board Member | — | ||
| NICK SHERMAN | Board Member | — | ||
| EDMOND STRAINCHAMPS | Board Member | — | ||
| YASMIN TAYEBY | Board Member | — | ||
| SEAN CLUTE | 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
0 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 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 6 other orgs in VT with NTEE prefix A2.
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 1.9% 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.