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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 9.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 9.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 9.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 10.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 9.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 6.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 11.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 11.8% | 30 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 11.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 9.7% | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | 10.3% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VITA WEST MUIR | Executive Director | Hidden | ||
| PETER MCEACHERN | Secretary | Hidden | ||
| DON BRADEN | Board Member | Hidden | ||
| PETER ADOMEIT | Board President | — | ||
| MARY PAVONE | Board Member | — | ||
| ADRIAN JONES | Board Member | — | ||
| MARTIN BRAYBOY | Board Member | — | ||
| JUSTIN LOEBER | Board Member | — | ||
| PAULA SANDERS | Board Member | — | ||
| RAUL EDWARDS | Board Member | — | ||
| MARK FERGUSON | Board Member | — | ||
| TED CURTIS | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VITA WEST MUIR | Executive Director | Hidden | ||
| PETER MCEACHERN | Secretary | Hidden | ||
| PETER ADOMEIT | Board President | — | ||
| MARY PAVONE | Board Member | — | ||
| ADRIAN JONES | Board Member | — | ||
| MARTIN BRAYBOY | Board Member | — | ||
| JUSTIN LOEBER | Board Member | — | ||
| PAULA SANDERS | Board Member | — | ||
| RAUL EDWARDS | Board Member | — | ||
| MARK FERGUSON | Board Member | — | ||
| TED CURTIS | Board Member | — | ||
| DON BRADEN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VITA WEST MUIR | Executive Director | Hidden | ||
| PETER ADOMEIT | Board President | — | ||
| PETER MCEACHERN | Secretary | — | ||
| MARY PAVONE | Board Member | — | ||
| ADRIAN JONES | Board Member | — | ||
| MARTIN BRAYBOY | Board Member | — | ||
| JUSTIN LOEBER | Board Member | — | ||
| PAULA SANDERS | Board Member | — | ||
| RAUL EDWARDS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VITA WEST MUIR | Executive Director | Hidden | ||
| PETER ADOMEIT | Board President | — | ||
| PETER MCEACHERN | Secretary | — | ||
| MARIO PAVONE DEC'D 5521 | Board Member | — | ||
| ADRIAN JONES | Board Member | — | ||
| TERRY GRADY | Board Member | — | ||
| JUSTIN LOEBER | Board Member | — | ||
| PAULA SANDERS | Board Member | — |
Score breakdown
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: financial score sits 39 points below the peer median (0 vs. 39).
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 9.3% 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.