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 | 16.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 15.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 12.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2020 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 42 | Fragile | Recovery | |
| 2014 | — | — | — | 40 | Fragile | Recovery | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 10.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 11.0% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Laurie Kenagy | Executive Director | Hidden | ||
| Jeanette Horan | Board President | — | ||
| Armel Kouassi | Treasurer | — | ||
| Christopher Bennett | Secretary | — | ||
| Svitlana Afanasieva | Board Member | — | ||
| Videen Bennett | Board Member | — | ||
| Lori Berisford | Board Member | — | ||
| Jennifer Finnerty | Board President | — | ||
| Sarah Fox | Board Member | — | ||
| Michael McNamara | Board Member | — | ||
| Dan Sheehan | Board Member | — | ||
| Allison Stockel | Board Member | — | ||
| Joel Third | Board Member | — | ||
| Luis Uriarte | Board Member | — | ||
| Michael Liebowitz | Board Member | — | ||
| Lauren Mulvihill | Board Member | — | ||
| Jennifer Dineen | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH BOUISSOU | Board Member | — | ||
| CHRISTOPHER BENNETT | Secretary | — | ||
| HALARY MICALIZZI | Board Member | — | ||
| SVITLANA AFANASIEVA | Board Member | — | ||
| ALLISON STOCKEL | Board Member | — | ||
| JOEL THIRD | Board Member | — | ||
| NICHOLAS KILSBY | Board Member | — | ||
| ARMEL KOVASSI | Treasurer | — | ||
| RICHARD VAZZANA | Board President | — | ||
| ANN HORT | Board Member | — | ||
| JANETTE HORAN | Board Member | — | ||
| ALEXA DONALDSON | Board Member | — | ||
| RALPH PASSARELLI | Board Member | — | ||
| LOUIS URIARTE | 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.
Overall score has gone from 33 → 27 over 5 years (declining by 6 points).
What's driving this score
- Comp-to-revenue ratio of 16.4% 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.