Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
32
Score
Governance
50
Score
Financial
0
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 10.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 12.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 13.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 6.5% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 11.2% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 10.6% | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 10.8% | 30 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 13.8% | 26 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 8.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 9.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 8.5% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET VERY | Board President | — | ||
| BRUCE LAWRENCE | Board President | — | ||
| KEITH KRANER | Secretary | — | ||
| SUSAN ABBOT | Board Member | — | ||
| TOBY DOYLE | Board Member | — | ||
| TODD ELLISON | Board Member | — | ||
| CARTER GOWRIE | Board Member | — | ||
| JEFFREY MEHLER | Treasurer | — | ||
| AMANDA BAKER | Board Member | — | ||
| JACKLYN BELMONTE | Board Member | — | ||
| MICHAEL SANDERS | Board Member | — | ||
| RICHARD WYMAN | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD WYMAN | Executive Director | 9.1% of Rev | ||
| TIMOTHY KEYWORTH | Board President | — | ||
| MARGARET VERY | Board President | — | ||
| PATRICK W MORRIS | Board Member | — | ||
| JEFFREY MEHLER | Board Member | — | ||
| RITA CHRISTOPHER | Board Member | — | ||
| LINDA GROSSMAN | Board Member | — | ||
| TONY CARRANO | Board Member | — | ||
| BRUCE LAWRENCE | Board Member | — | ||
| TOBY DOYLE JR | Board Member | — | ||
| SUSAN ABBOT | Board Member | — | ||
| HEATHER SURBER | Board Member | — | ||
| STEPHANIE ROBINSON | Board Member | — | ||
| KEITH KRANER | Secretary | — | ||
| TODD ELLISON | Board Member | — | ||
| FRANCINE CORNAGLIA | Treasurer | — | ||
| SIMON HOLT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD WYMAN | Executive Director | 5.4% of Rev | ||
| TIMOTHY KEYWORTH | Board President | — | ||
| MARGARET VERY | Board President | — | ||
| PATRICK W MORRIS | Treasurer | — | ||
| LEAH MELIUS | Secretary | — | ||
| RITA CHRISTOPHER | Board Member | — | ||
| LINDA GROSSMAN | Board Member | — | ||
| TONY CARRANO | Board Member | — | ||
| BRUCE LAWRENCE | Board Member | — | ||
| TOBY DOYLE JR | Board Member | — | ||
| LISA LEMONTE | Board Member | — | ||
| HEATHER SURBER | Board Member | — | ||
| STEPHANIE ROBINSON | Board Member | — | ||
| KEITH KRANER | Secretary | — | ||
| NICOLE NALEPA | Board Member | — | ||
| FRANCINE CORNAGLIA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ABIGAIL NICKELL | Executive Director | 9.5% of Rev | ||
| TIMOTHY KEYWORTH | Board President | — | ||
| MARGARET VERY | Board President | — | ||
| PATRICK W MORRIS | Treasurer | — | ||
| LEAH MELIUS | Secretary | — | ||
| JENNIFER BAUMAN | Board Member | — | ||
| LINDA GROSSMAN | Board Member | — | ||
| TONY CARRANO | Board Member | — | ||
| BRUCE LAWRENCE | Board Member | — | ||
| TOBY DOYLE JR | Board Member | — | ||
| LISA LEMONTE | Board Member | — | ||
| HEATHER SURBER | Board Member | — | ||
| STEPHANIE ROBINSON | Board Member | — | ||
| KEITH KRANER | Board Member | — | ||
| NICOLE NALEPA | Board Member | — | ||
| FRANCINE CORNAGLIA | Board Member | — | ||
| RICHARD WYMAN | Executive Director | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
32 / 100
Priority Review
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.
What's driving this score
- Comp-to-revenue ratio of 10.1% 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.