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 | — | — | Unknown | — | |
| 2022 | — | — | 7.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 8.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 7.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 8.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 7.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 7.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 7.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 8.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 9.4% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 9.5% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW SMITH | Executive Director | Hidden | ||
| ALISTAIR SHAW | Treasurer | — | ||
| BARBARA BYRNE MCGOVERN | Board President | — | ||
| APARNA SRINVASAN | Board Member | — | ||
| RICHARD MICHALEK | Secretary | — | ||
| LISA BLAKE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW SMITH | Executive Director | Hidden | ||
| ALISTAIR SHAW | Treasurer | — | ||
| BARBARA BYRNE MCGOVERN | Board President | — | ||
| PRENESHAN RAMALOO | Board Member | — | ||
| RICHARD MICHALEK | Secretary | — | ||
| LISA BLAKE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW SMITH | Executive Director | Hidden | ||
| JENNIFER WOODBURY | Treasurer | — | ||
| MICHELE HEIMBAUER | Board President | — | ||
| PRENESHAN RAMALOO | Board Member | — | ||
| RICHARD MICHALEK | Secretary | — | ||
| LISA BLAKE | Board Member | — | ||
| BARBARA BYRNE | Board Member | — | ||
| MAKIKO COAKLEY | Board Member | — | ||
| SI LUND | Board Member | — | ||
| VIPUL SONI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW SMITH | Executive Director | Hidden | ||
| AMADEO RODRIGUEZ | Board President | — | ||
| JENNIFER WOODBURY | Board Member | — | ||
| MAKIKO COAKLEY | Treasurer | — | ||
| MICHELE HEIMBAUER | Board Member | — | ||
| CATE GRIMM | Board Member | — | ||
| PRENESHAN RAMALOO | Board Member | — | ||
| RICHARD MICHALEK | Secretary | — | ||
| SI LUND | Board Member | — | ||
| VIPUL SONI | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in CT for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 8.6% 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.