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 | — | — | 4.0% | 35 | Financially Distressed | Decline Risk | |
| 2023 | — | — | 4.7% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 4.0% | 37 | Financially Distressed | Recovery | |
| 2021 | — | — | 3.6% | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | 4.2% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 1.3% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 1.5% | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 0.2% | 35 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 2.1% | 37 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 2.2% | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | 3.2% | 35 | Financially Distressed | 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 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tracy L Flater | Executive Direc | 4.1% of Rev | ||
| Ruth Van Winkle | Board President | — | ||
| Gaetano Albini | Board Member | — | ||
| Paige Buade | Board Member | — | ||
| Melanie Ellis | Board Member | — | ||
| Joanna Engel | Board Member | — | ||
| William Fish | Board Member | — | ||
| Kate Houlihan | Board Member | — | ||
| Andrew Lattimer | Board Member | — | ||
| Gail Mangs | Board Member | — | ||
| Susan Miller | Board Member | — | ||
| Annie Scott | Board Member | — | ||
| Rebecca Selig | Board Member | — | ||
| Vin Sukhraj | Board Member | — | ||
| Betsy Udal | Board President | — | ||
| Peter Evans | Board President | — | ||
| Matthew Bragg | Treasurer | — | ||
| Sarah Jakubowski | Secretary | — | ||
| Richard Rubenstein | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tracy L Flater | Executive Direc | 2.9% of Rev | ||
| Joanna Sprout | Board Member | — | ||
| Vinod Sukhraj | Board Member | — | ||
| Lisa Greene | Board President | — | ||
| Nina Elgo | Board President | — | ||
| Jane Comerford | Treasurer | — | ||
| Betsy Udal | Secretary | — | ||
| Ruth Van Winkle | Treasurer | — | ||
| Sarah Jakubowski | Board Member | — | ||
| Richard Rubenstein | Board Member | — | ||
| Kathy Frederick | Board Member | — | ||
| Gaetano Albini | Board Member | — | ||
| Jacqueline Moller | Board Member | — | ||
| Matthew Bragg | Board Member | — | ||
| Gail Mangs | Board Member | — | ||
| Joanne Rome | Board Member | — | ||
| Annie Scott | Board Member | — | ||
| Barbara Spear | Board Member | — |
Score breakdown
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.
Overall score has gone from 35 → 35 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 4.0% 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.