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 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 36 | Fragile | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MAUREEN HANIFAN | Board Member | — | ||
| LESLEY HODGSON | Board Member | — | ||
| PATRICIA MUELLER | Board Member | — | ||
| RALPH PORTER | Board Member | — | ||
| PERRY ANDERSON | Board President | — | ||
| JAMES CAIAZZO | VICE PRESIDE | — | ||
| MELINDA MCCOY MILLER | Treasurer | — | ||
| JOANNE SCHEIDT | VICE PRESIDE | — | ||
| LINDA SWENTZEL | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINDA SWENTZEL | Secretary | — | ||
| PERRY ANDERSON | Board President | — | ||
| MELINDA MCCOY MILLER | Treasurer | — | ||
| MELINDA MCCOY MILLER | Treasurer | — | ||
| PERRY ANDERSON | Board President | — | ||
| LINDA SWENTZEL | Secretary | — | ||
| MAUREEN HANIFAN | Board Member | — | ||
| KATHY POPE | Board Member | — | ||
| JOANNE SCHEIDT | VICE PRESIDE | — | ||
| AMY FAIRWEATHER | Board Member | — | ||
| LESLEY HODGSON | Board Member | — | ||
| MELODIE NOVAK | Board Member | — | ||
| AMY FAIRWEATHER | Board Member | — | ||
| MAUREEN HANIFAN | Board Member | — | ||
| LESLEY HODGSON | Board Member | — | ||
| MELODIE NOVAK | Board Member | — | ||
| KATHY POPE | Board Member | — | ||
| JOANNE SCHEIDT | VICE PRESIDE | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MELINDA MCCOY MILLER | Treasurer | — | ||
| PERRY ANDERSON | Board President | — | ||
| LINDA SWENTZEL | Secretary | — | ||
| MAUREEN HANIFAN | Board Member | — | ||
| KATHY POPE | Board Member | — | ||
| JOANNE SCHEIDT | VICE PRESIDE | — | ||
| TREVOR HODGSON | VICE PRESIDE | — | ||
| LESLEY HODGSON | Board Member | — | ||
| MELODIE NOVAK | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 165 other orgs in NJ with NTEE prefix A2.
Most-divergent component: financial score sits 66 points below the peer median (0 vs. 66).
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.
- 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.