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 | 26.6% | 27 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 24.7% | 24 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 22.5% | 24 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 24.3% | 24 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 9.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 22.0% | 25 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 19.9% | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 19.1% | 25 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 16.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 16.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 17.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 16.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marti Etter | Executive Dir. | Hidden | ||
| Judith Ellenthal | Board President | — | ||
| Peter Buck | Treasurer | — | ||
| Melinda Cloobeck | Board Member | — | ||
| Paula Bell | Board Member | — | ||
| Jeffrey Gerdes | Board Member | — | ||
| Marie Hlavaty | Board Member | — | ||
| Pearl Mayo | Board Member | — | ||
| Andie Jodko | Board Member | — | ||
| Eileen Swedlick | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARTI ETTER | OFFICER | Hidden | ||
| PETER BUCK | Treasurer | — | ||
| MELINDA CLOOBECK | Board Member | — | ||
| CHRIS CURTI | Board Member | — | ||
| JUDY ELLENTHAL | Board Member | — | ||
| JEFFREY ORUM | Board Member | — | ||
| CINDY SHUMATE | Board Member | — | ||
| BEN WHEELER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PETER BUCK | Treasurer | — | ||
| MELINDA CLOOBECK | Board Member | — | ||
| CHRIS CURTI | Board Member | — | ||
| JUDY ELLENTHAL | Board Member | — | ||
| JEFFREY ORUM | Board Member | — | ||
| CINDY SHUMATE | Board Member | — | ||
| BEN WHEELER | Board Member | — | ||
| MARTI ETTER | OFFICER | — |
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 29 points below the peer median (10 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 26.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.