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 | — | — | 5.4% | 38 | Financially Distressed | Stable Watch | |
| 2022 | Hidden | Hidden | 5.6% | 38 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 6.1% | 38 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 7.0% | 44 | Financially Distressed | Recovery | |
| 2019 | — | — | 5.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 0.7% | 41 | Financially Distressed | Recovery | |
| 2017 | — | — | 6.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 5.8% | 36 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 6.9% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 12.3% | 38 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 12.2% | 42 | Fragile | Stable Watch | |
| 2012 | — | — | 12.8% | 42 | Fragile | Stable Watch | |
| 2011 | — | — | 14.5% | 42 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CECILIA JOYCE JOHNSON | Board Member | — | ||
| BETH ENGLISH | Board Member | — | ||
| KAY BERNON | Board Member | — | ||
| HOLLY BARTLETT | Board Member | — | ||
| ELIIE GOTTWALD | Board President | — | ||
| MARIA ROACH | Board President | — | ||
| DAVID HANDY | Board Member | — | ||
| LISA SOEDER | Board Member | — | ||
| KAREN KEELAN | Board Member | — | ||
| DAVID KAYTES | Board Member | — | ||
| SUSAN LUCIER | Board President | — | ||
| LINDA MASON | Board Member | — | ||
| JEAN DOYEN DE MONTAILLOU | Board Member | — | ||
| WILLIAM C MORTENSON | Treasurer | — | ||
| HELENE PATTERSON | Secretary | — | ||
| DAVID SOUTHWELL | Board President | — | ||
| MAUREEN PHILLIPS | Board Member | — | ||
| BETHANY OLIVER | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETHANY OLIVER | Board Member | Hidden | ||
| MAX BERRY | Board Member | — | ||
| BETH ENGLISH | Board Member | — | ||
| KAY BERNON | Board President | — | ||
| JANE FORMAN | Board President | — | ||
| ELIIE GOTTWALD | Secretary | — | ||
| MARIA ROACH | Board President | — | ||
| TERRY SCHUBACH | Board Member | — | ||
| ELAINE SCHWARTZ | Board Member | — | ||
| LISA SOEDER | Board Member | — | ||
| WILLIAM BAINBRIDGE STEELE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 245 other orgs in MA with NTEE prefix A6.
Most-divergent component: financial score sits 32 points below the peer median (10 vs. 42).
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 5.4% 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.