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
42
Score
Governance
50
Score
Financial
25
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 42 | Fragile | Stable Watch | |
| 2022 | — | — | — | 38 | Fragile | Recovery | |
| 2021 | — | — | — | 36 | Fragile | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELLEN ROTHBERG | Board President | — | ||
| N CARLOTTA PARR | EXECUTIVE VI | — | ||
| JONATHAN CLUNE | Secretary | — | ||
| LYNN COCHRANE | Treasurer | — | ||
| LYNDA COSTEN | Board Member | — | ||
| PATRICIA DOYLE | Board Member | — | ||
| RUSSELL HAMMOND | Board Member | — | ||
| TIMOTHY O'LEARY | Board Member | — | ||
| GAYLON ROBINSON | Board Member | — | ||
| MARCIE ELLIS | Board Member | — | ||
| DR MICHELLE MURRAY FIERTEK | Board Member | — | ||
| ALEX O'NEIL | Board Member | — | ||
| JOANNE SCATTERGOOD REEVES | Board Member | — | ||
| ERICA MAAS SHIPPEE | Board Member | — | ||
| ANDREW SMITH | Board Member | — | ||
| ELLEN ROTHBERG | Board President | — | ||
| ROBERT HANSEN | EXEC. VICE P | — | ||
| PAMELA MAHONEY | Treasurer | — | ||
| N CARLOTTA PARR | Secretary | — | ||
| JONATHAN CLUNE | Board Member | — | ||
| LYNN COCHRANE | Board Member | — | ||
| LYNDA COSTEN | Board Member | — | ||
| PATRICIA DOYLE | Board Member | — | ||
| RUSSELL HAMMOND | Board Member | — | ||
| TIMOTHY O'LEARY | Board Member | — | ||
| GAYLON ROBINSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LORRAINE CETTO | Board Member | — | ||
| LYNDA COSTEN | Board Member | — | ||
| CARLOTTA PARR | Board Member | — | ||
| ELLEN ROTHBERG | Board President | — | ||
| JONATHAN CLUNE | Board Member | — | ||
| PATRICIA DOYLE | Board Member | — | ||
| RUSSELL HAMMOND | Board Member | — | ||
| ROB HANSEN | Board Member | — | ||
| PAMELA MAHONEY | Treasurer | — | ||
| GAYLON ROBINSON | Board Member | — | ||
| ANDREY STOLYAROV | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LORRAINE CETTO | Board Member | — | ||
| LYNDA COSTEN | Board Member | — | ||
| CARLOTTA PARR | Board Member | — | ||
| ELLEN ROTHBERG | Board President | — | ||
| JONATHAN CLUNE | Board Member | — | ||
| PATRICIA DOYLE | Board Member | — | ||
| RUSSELL HAMMOND | Board Member | — | ||
| ROB HANSEN | Board Member | — | ||
| PAMELA MAHONEY | Treasurer | — | ||
| GAYLON ROBINSON | Board Member | — | ||
| ANDREY STOLYAROV | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LORRAINE CETTO | Board Member | — | ||
| PAUL DEXTER | Secretary | — | ||
| MARJORY BAUSMITH | VICE PRESIDE | — | ||
| LYNDA COSTEN | Board Member | — | ||
| ROBERT BORDEN | Board President | — | ||
| PAMELA J PERRY DMA | Board Member | — | ||
| MICHAEL PASCETTA | Board Member | — | ||
| CARLOTTA PARR | Board Member | — | ||
| ELLEN ROTHBERG | Treasurer | — | ||
| LORRAINE CETTO | Board Member | — | ||
| PAUL DEXTER | Board Member | — | ||
| MARJORY BAUSMITH | Vice President | — | ||
| MARK CHILD | Treasurer | — | ||
| LYNDA COSTEN | Board Member | — | ||
| ROBERT BORDEN | Board President | — | ||
| PAMELA J PERRY DMA | Board Member | — | ||
| THEODORE JOHNSON MD | Board Member | — | ||
| REV KRISTIAN KOHLER | Board Member | — | ||
| JAY MOLLEUR | Board Member | — | ||
| CYNTHIA MELLON | Board Member | — | ||
| MICHAEL PASCETTA | Board Member | — | ||
| CARLOTTA PARR | Board Member | — | ||
| ELLEN ROTHBERG | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
25 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
42 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 183 other orgs in CT with NTEE prefix A6.
Most-divergent component: financial score sits 26 points below the peer median (25 vs. 51).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.