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 | 21.3% | 37 | Fragile | Recovery | |
| 2022 | — | — | 11.4% | 35 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 18.1% | 35 | Fragile | Recovery | |
| 2020 | — | — | — | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 22 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 19.5% | 24 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 14.6% | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 14.3% | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stephanie Burr | Executive Dir. | Hidden | ||
| Sunday Fisher | Board President | — | ||
| Brian Boye | Secretary | — | ||
| Paula Rolleston | Treasurer | — | ||
| Phillippe Doh | Board Member | — | ||
| Kathleen Brigham | Board Member | — | ||
| Susan Aziz | Board Member | — | ||
| Allison MItchell | Board Member | — | ||
| Stephen Gass | Board President | — | ||
| Molly Smithsimon | Board Member | — | ||
| Cynthia Hill | Board Member | — | ||
| Cinzi Lavin | Board President | — | ||
| Lex Sidon | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stephanie Burr | Executive Dir. | Hidden | ||
| Sunday Fisher | Board President | — | ||
| Brian Boyle | Secretary | — | ||
| Carie Hodel | Treasurer | — | ||
| Eric Hammer | Board Member | — | ||
| Margaret Smith | Board Member | — | ||
| Colleen Stradtman | Board Member | — | ||
| Allison MItchell | Board Member | — | ||
| Stephen Gass | Board President | — | ||
| Molly Smithsimon | Board Member | — | ||
| Cynthia Hill | Board Member | — | ||
| Cinzi Lavin | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stephanie Burr | Executive Dir. | Hidden | ||
| Rufus De Rham | Executive Dir. | Hidden | ||
| Kathleen Peck | Board President | — | ||
| Margaret Smith | Secretary | — | ||
| John Favreau | Treasurer | — | ||
| Eric Hammer | Board Member | — | ||
| Colleen Stradtman | Board Member | — | ||
| Linda McMillan | Board Member | — | ||
| Carie Hodel | Board President | — | ||
| Cynthia Hill | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 17 other orgs in CT with NTEE prefix A2.
Most-divergent component: financial score sits 14 points below the peer median (25 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 21.3% 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:
- 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.