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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 31.9% | 26 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 29.6% | 26 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 15.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 30.3% | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 35.5% | 22 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 38.7% | 24 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 37.3% | 26 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 32.0% | 26 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 37.6% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN ALMAND | Board Member | — | ||
| TURNER BLEDSOE | Board Member | — | ||
| CATHERINE CAMPBELL | VICE PRESIDE | — | ||
| AMY BORDES DELANEY | Board Member | — | ||
| LAURIE ANN DROGIN | Board Member | — | ||
| ELISABETH FINN | Board Member | — | ||
| LIBERTY FONTS | Board Member | — | ||
| WILLIAM FORD | Treasurer | — | ||
| DENVER GIBBS | Board Member | — | ||
| AZHAR KARACHI | VICE PRESIDE | — | ||
| THOMAS KENT | Board Member | — | ||
| JOHN MORGAN | Board Member | — | ||
| BEGUM OKUTGEN | Board Member | — | ||
| PAUL PECCI | Board President | — | ||
| MARIO PEREZ | Board Member | — | ||
| ADITYA RENGASWAMY | Board Member | — | ||
| KUCKU VERGHASE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN THOMPSON | Executive Director | 19.5% of Rev | ||
| BEGUM OKUTGEN | Board Member | — | ||
| STACIE MADDEN | Board President | — | ||
| MATTHEW NELSON | Board Member | — | ||
| KATHLEEN ALMAND | Secretary | — | ||
| PAUL PECCI | Board President | — | ||
| ADITYA RENGASWAMY | Treasurer | — | ||
| RYAN ESCO | Board Member | — | ||
| BETH BARCLAY | Board Member | — | ||
| JAMESON PASEK | Board Member | — | ||
| JOHN MORGAN | Board Member | — | ||
| KENNETH BUNTROCK | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN THOMPSON | Executive Director | 16.8% of Rev | ||
| TURNER BLESDSOE | Board Member | — | ||
| BEGUM OKUTGEN | Board Member | — | ||
| LORETTA MCCABE | Board Member | — | ||
| STACIE MADDEN | Board President | — | ||
| CHRISTINE MCINTYRE | Board Member | — | ||
| CONNIE GORFINKLE | Board Member | — | ||
| MATTHEW NELSON | Board Member | — | ||
| KATHLEEN ALMAND | Secretary | — | ||
| PAUL PECCI | Board President | — | ||
| ADITA RENGASWAMY | Treasurer | — | ||
| RYAN ESCO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN THOMPSON | Executive Director | 10.9% of Rev | ||
| TURNER BLESDSOE | Board Member | — | ||
| NANCY CUSACK | Board Member | — | ||
| LORETTA MCCABE | Board Member | — | ||
| STACIE MADDEN | Board President | — | ||
| CHRISTINE MCINTYRE | Board Member | — | ||
| CONNIE GORFINKLE | Board Member | — | ||
| HELEN TANG | Treasurer | — | ||
| MATTHEW NELSON | Board Member | — | ||
| KATHLEEN ALMAND | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 376 other orgs in MA with NTEE prefix A6.
Most-divergent component: financial score sits 40 points below the peer median (15 vs. 55).
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.
- Two consecutive years of deficit spending.
- 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.