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
43
Score
Governance
58
Score
Financial
20
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 3.8% | 43 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 2.8% | 47 | Fragile | Recovery | |
| 2021 | — | — | 2.9% | 39 | Fragile | Decline Risk | |
| 2020 | — | — | 2.2% | 41 | Fragile | Recovery | |
| 2019 | — | — | 6.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 3.3% | 35 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 5.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 6.3% | 40 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 5.1% | 42 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 5.2% | 46 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 44 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 4.4% | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NOAH BLOOM | Executive Director | Hidden | ||
| NOAH BLOOM | Executive Director | Hidden | ||
| AMITY DOOLITTLE | Board President | — | ||
| CINDY CRUSTO | Board President | — | ||
| STEPHEN R LATHAM | Secretary | — | ||
| MOHIT SARIN | Treasurer | — | ||
| ALEXIS SMITH | DEVELOPMENT COMMITTEE CHAI | — | ||
| ALAN H BOWIE JR | Board President | — | ||
| LYNN C ANDREWSEN | Board Member | — | ||
| STEPHANIE BOMS | Board Member | — | ||
| ANNE CURTIS | Board Member | — | ||
| BERNADETTE HUANG | Board Member | — | ||
| KATHRIN DAY LASSILA | Board Member | — | ||
| ALBERT LEE | Board Member | — | ||
| GREGORY P MUCCILLI | Board Member | — | ||
| KRISTEN NWANYANANWU | Board Member | — | ||
| JUDY OFFUTT | Board Member | — | ||
| AMITY DOOLITTLE | Board President | — | ||
| ALBERT LEE | Board President | — | ||
| ALEXIS SMITH | Board President | — | ||
| DIANE BROWN | Board Member | — | ||
| BERNADETTE HUANG | Board Member | — | ||
| STEVEN R LATHAM | Board Member | — | ||
| GREGORY P MUCCILLI | Board Member | — | ||
| KATHRIN DAY LASSILA | Board Member | — | ||
| KRISTEN NWANYANANWU | Board Member | — | ||
| NEAL DELAURENTIS | Board Member | — | ||
| DEBORAH FISCHER TEASON | Board Member | — | ||
| MELISSA SCHEVE | Board President | — | ||
| ALAN H BOWIE JR | Board President | — | ||
| JUDY OFFUTT | Secretary | — | ||
| DAVID SOPER | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NOAH BLOOM | Executive Director | Hidden | ||
| NOAH BLOOM | Executive Director | Hidden | ||
| AMITY DOOLITTLE | Board President | — | ||
| JAMES UNDERCOFLER | Treasurer | — | ||
| STEPHANIE BOMS | Secretary | — | ||
| BERNADETTE HUANG | Board President | — | ||
| GREGORY P MUCCILLI | Board President | — | ||
| ERIC J GLOVER | Board President | — | ||
| LYNN C ANDREWSEN | Board Member | — | ||
| ALAN H BOWIE JR | Board Member | — | ||
| JOSEPH CHANG | Board Member | — | ||
| ANNE CURTIS | Board Member | — | ||
| JUDITH HACKMAN | Board Member | — | ||
| VLADIMIR KOROBOV | Board Member | — | ||
| KATHRIN DAY LASSILA | Board Member | — | ||
| STEPHEN LATHAM | Board Member | — | ||
| KARLA LINDQUIST | Board Member | — | ||
| SARA OHLY | Board Member | — | ||
| MARC RUBENSTEIN | Board Member | — | ||
| MOHIT SARIN | Board Member | — | ||
| RANDY TEEL | Board Member | — | ||
| AMITY DOOLITTLE | Board President | — | ||
| JAMES UNDERCOFLER | Treasurer | — | ||
| STEPHANIE BOMS | Secretary | — | ||
| BERNADETTE HUANG | Board President | — | ||
| GREGORY P MUCCILLI | Board President | — | ||
| PAULA BARAKET | Board Member | — | ||
| LYNN C ANDREWSEN | Board Member | — | ||
| ALAN H BOWIE JR | Board Member | — | ||
| JOSEPH CHANG | Board Member | — | ||
| ANNE CURTIS | Board Member | — | ||
| JUDITH HACKMAN | Board Member | — | ||
| VLADIMIR KOROBOV | Board Member | — | ||
| KATHRIN DAY LASSILA | Board Member | — | ||
| STEPHEN LATHAM | Board Member | — | ||
| KARLA LINDQUIST | Board Member | — | ||
| SARA OHLY | Board Member | — | ||
| ALEXIS SMITH | Board Member | — | ||
| MOHIT SARIN | Board Member | — | ||
| RANDY TEEL | 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
20 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
43 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 130 other orgs in CT with NTEE prefix A6.
Most-divergent component: program score sits 32 points above the peer median (60 vs. 28).
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 3.8% 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.