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
Governance Advisory
📋 Compliance Status
Overdue: 192 days
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2022 | — | — | 17.2% | 37 | Fragile | Recovery | |
| 2021 | — | — | 24.1% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 25.6% | 20 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 21.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 18.5% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 17.0% | 29 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 21.5% | 25 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 20.7% | 25 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 18.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 18.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Anthony Zancanella | Executive Director | — | ||
| James Ward | Board President | — | ||
| Alaric Babej | Secretary | — | ||
| Jeff Miller | Treasurer | — | ||
| Ellen King | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Roger Melone | Executive Dir. | 20.7% of Rev | ||
| Mike Anderson | Chairman | — | ||
| Michael Freccia | Treasurer | — | ||
| Cliff Blaugrund | Board Member | — | ||
| Janet Brierley | Board Member | — | ||
| Carlos Garcia | Board Member | — | ||
| Patrick Johnson | Board Member | — | ||
| Tom Seamon | Board Member | — | ||
| Brent Stevens | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Roger Melone | Executive Dir. | 20.3% of Rev | ||
| Mike Anderson | Chairman | — | ||
| Michael Freccia | Treasurer | — | ||
| Stephen Lewis | Secretary | — | ||
| Cliff Blaugrund | Board Member | — | ||
| Janet Brierley | Board Member | — | ||
| Beth Ann Hibbs | Board Member | — | ||
| Carlos Garcia | Board Member | — | ||
| Patrick Johnson | Board Member | — | ||
| Richard Powdrell | Board Member | — | ||
| Tom Seamon | Board Member | — | ||
| Brent Stevens | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in NM for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 16.2% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.