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 | 6.3% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 7.8% | 40 | Fragile | Decline Risk | |
| 2021 | — | — | 7.6% | 46 | Fragile | Recovery | |
| 2020 | — | — | 8.3% | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 8.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 10.2% | 37 | Financially Distressed | Recovery | |
| 2017 | — | — | 0.6% | 39 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 0.7% | 49 | Fragile | Decline Risk | |
| 2015 | — | — | 0.9% | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 48 | Fragile | Stable Watch | |
| 2013 | — | — | 0.8% | 51 | Fragile | Recovery | |
| 2012 | — | — | — | 42 | Fragile | Recovery | |
| 2011 | — | — | — | 40 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| THOMAS G FARRELL | Executive Director | Hidden | ||
| Sarah Freiberg | Board Member | Hidden | ||
| Evan Louden | Board President | — | ||
| Karen Gut | Secretary | — | ||
| Wenjie Hu | Treasurer | — | ||
| Elaine Dimopoulos | Board President | — | ||
| Chris Wright | Board President | — | ||
| Laura Barnes | Board Member | — | ||
| Steve Cohen | Board Member | — | ||
| Amy Crafts | Board Member | — | ||
| Shannah Frankam | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GAVIN FARRELL | Executive Director | Hidden | ||
| SARAH FREIBERG ELLISON | Board Member | Hidden | ||
| KAREN GUT | Secretary | — | ||
| STEVE COHEN | Board Member | — | ||
| CHRISTOPHER WRIGHT | Board President | — | ||
| SHANNAH HALL FRANKAM | Board Member | — | ||
| WENJIE HU | Treasurer | — | ||
| SHAN-LEE LIU | Board Member | — | ||
| ANJALI KUMAR | Board Member | — | ||
| JULIE HOLLAND MORTIMER | Board Member | — | ||
| ERNEST SABINE | Board President | — | ||
| EVAN LOUDEN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GAVIN FARRELL | Executive Director | Hidden | ||
| SARAH FREIBERG ELLISON | Board Member | Hidden | ||
| SUSAN POLIT | Secretary | — | ||
| STEVE COHEN | Board Member | — | ||
| CHRISTOPHER WRIGHT | Board Member | — | ||
| SHANNAH HALL FRANCKUM | Board Member | — | ||
| WENJIE HU | Treasurer | — | ||
| SHAN-LEE LIU | Board Member | — | ||
| ANJALI KUMAR | Board Member | — | ||
| ROBERT HALSTEAD | Board Member | — | ||
| JULIE HOLLAND MORTIMER | Board Member | — | ||
| ERNEST SABINE | Board President | — | ||
| KAREN GUT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GAVIN FARRELL | Executive Director | Hidden | ||
| SARAH FREIBERG ELLISON | Board Member | Hidden | ||
| SUSAN POLIT | Secretary | — | ||
| STEVE COHEN | Board Member | — | ||
| CHRISTOPHER WRIGHT | Board Member | — | ||
| HEATHER QUAY | Board Member | — | ||
| WENJIE HU | Treasurer | — | ||
| SHAN-LEE LIU | Board Member | — | ||
| BRUCE ROSENBLUM | Board Member | — | ||
| ROBERT HALSTEAD | Board Member | — | ||
| JULIE HOLLAND MORTIMER | Board Member | — | ||
| ERNEST SABINE | Board President | — | ||
| LAURA VAIL WOOSTER | Board President | — | ||
| KAREN GUT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 376 other orgs in MA with NTEE prefix A6.
Most-divergent component: financial score sits 45 points below the peer median (10 vs. 55).
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 6.3% 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.