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
35
Score
Governance
58
Score
Financial
0
Score
Program
60
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 4.5% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 8.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 8.8% | 36 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 8.2% | 42 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 9.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 10.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 10.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 10.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 4.8% | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 4.7% | 35 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 6.5% | 36 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 9.4% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Shelley Best | Executive Director | 3.4% of Rev | ||
| Amanda Roy | Executive Director | 2.5% of Rev | ||
| Stanley Harasimowitz | Board Member | — | ||
| Michael A Pignatella | Board Member | — | ||
| Chip McCabe | Board Member | — | ||
| T'Challa Williams | Board Member | — | ||
| Stephen Jackson | Board Member | — | ||
| Brian Refici | Board Member | — | ||
| Ashanti Osborne Martin | Board Member | — | ||
| Rev Miguelina Howell | Board Member | — | ||
| June Archer | Board Member | — | ||
| Rose Curiel | Board Member | — | ||
| Maria Perez Brown | Board Member | — | ||
| Patrick McGloin | Board Member | — | ||
| Richard Hill CPA | Audit Cmte Chai | — | ||
| Mary Kay Curtiss CPA | Treasurer | — | ||
| Haneef Nelson | Board President | — | ||
| Robert Braswell | Board President | — | ||
| Eric Goldstein | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHELLEY BEST | Executive Director | 3.3% of Rev | ||
| KATE MCOMBER | Executive Director | 2.4% of Rev | ||
| ROBERT BRASWELL | Board Member | — | ||
| RICHARD HILL | Board Member | — | ||
| MARY KAY CURTISS | Board Member | — | ||
| CHRISTOPHER J DELELLO | Board Member | — | ||
| JASON GUTCHEON | Board Member | — | ||
| STANLEY HARASIMOWITZ | Board Member | — | ||
| MELANIE TUCKER | Board Member | — | ||
| MICHAEL A PIGNATELLA | Board Member | — | ||
| ERIC GOLDSTEIN | Board Member | — | ||
| CHIP MCCABE | Board Member | — | ||
| T'CHALLA WILLIAMS | Board Member | — | ||
| STEPHEN JACKSON | BOD TREASURE | — | ||
| JANET LINK | BOD SECRETAR | — | ||
| HANEEF NELSON | BOD VICE PRE | — | ||
| BRIAN REFICI | BOD PRESIDEN | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CATHERINE MALLOY | Executive Director | 3.3% of Rev | ||
| KATE MCOMBER | Executive Director | 3.2% of Rev | ||
| BRETT THOMPSON | COO | 0.3% of Rev | ||
| CAROL GARLICK | Board Member | — | ||
| CHRIS MCGOLDRICK | Board Member | — | ||
| RICHARD CAPORASO | Board Member | — | ||
| CAROL TERRY | Board Member | — | ||
| WILLIAM FISH JR | Board Member | — | ||
| MARY KAY CURTISS | Board Member | — | ||
| CHRISTOPHER J DELELLO | Board Member | — | ||
| JASON GUTCHEON | Board Member | — | ||
| DONALD SEIFEL JR | Board Member | — | ||
| PAT SHIRLEY | Board Member | — | ||
| MICHAEL A PIGNATELLA | Board Member | — | ||
| ERIC GOLDSTEIN | Board Member | — | ||
| JANEE WOODS WEBER | Board Member | — | ||
| BRIAN REFICI | Board Member | — | ||
| T'CHALLA WILLIAMS | Board Member | — | ||
| STEPHEN JACKSON | BOD TREASURE | — | ||
| JANET LINK | BOD SECRETAR | — | ||
| EMMA LADD | BOD 2ND VICE | — | ||
| KEVIN SMITH | BOD VICE PRE | — | ||
| PAUL E GUZZARDI | BOD PRESIDEN | — | ||
| KAREN EISENBACH | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
35 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 184 other orgs in CT with NTEE prefix A6.
Most-divergent component: financial score sits 50 points below the peer median (0 vs. 50).
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 4.5% 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.