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 | 6.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 8.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 2.4% | 35 | Financially Distressed | Stable Watch | |
| 2021 | — | — | 6.9% | 30 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 10.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 6.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 8.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 8.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 8.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 7.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 9.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 7.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 9.1% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 10.1% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Semina DeLaurentis | Board Member | Hidden | ||
| Alan Cipriano | Board President | — | ||
| Theresa DeLaurentis | Treasurer | — | ||
| Frank Nardelli | Board Member | — | ||
| William Rinckel | Board Member | — | ||
| Gary Post | Board Member | — | ||
| Vicki Stemmer | Secretary | — | ||
| H Sheperdson Wild | Board Member | — | ||
| Michelle Gotay | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Semina DeLaurentis | Board Member | Hidden | ||
| Semina DeLaurentis | Board Member | Hidden | ||
| See Attached | See Attached | — | ||
| See Attached | See Attached | — |
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.
Overall score has gone from 32 → 34 over 5 years (improving by 2 points).
What's driving this score
- Comp-to-revenue ratio of 6.2% 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.