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 | Hidden | Hidden | 3.3% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 4.7% | 35 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 4.6% | 45 | Financially Distressed | Recovery | |
| 2020 | — | — | 10.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 5.5% | 38 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 8.2% | 44 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 8.4% | 46 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 8.8% | 48 | Fragile | Decline Risk | |
| 2015 | — | — | 7.4% | 52 | Fragile | Recovery | |
| 2014 | — | — | 10.1% | 44 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 10.8% | 46 | Fragile | Decline Risk | |
| 2012 | — | — | 11.0% | 48 | Fragile | Decline Risk | |
| 2011 | — | — | 13.8% | 52 | Fragile | Stable Watch | |
| 2010 | — | — | 15.0% | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN WIGGIN | Executive Director | Hidden | ||
| MATTHEW WIGGIN | Board Member | Hidden | ||
| MARY HOLTON | Board Member | — | ||
| TED ATKATZ | Board Member | — | ||
| MIKE PHILIPS | Secretary | — | ||
| GAIL LEVISNKY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN WIGGN | Executive Director | Hidden | ||
| MATTHEW WIGGIN | Board Member | Hidden | ||
| LAWRENCE COOPER | Board Member | — | ||
| MARY HOLTON | Board Member | — | ||
| LESLIE SARTOR MALLO | Board Member | — | ||
| TED ATKATZ | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John Wiggin | Board President | Hidden | ||
| JOHN WIGGIN | EXECUTIVE DI | Hidden | ||
| John Wiggin | Board President | Hidden | ||
| Kim Wiggin | Secretary | Hidden | ||
| Kim Wiggin | Secretary | Hidden | ||
| KIM WIGGIN | Secretary | Hidden | ||
| Lawrence Cooper | Board Member | Hidden | ||
| Lawrence Cooper | Board Member | Hidden | ||
| Jeanette Wiggin | Treasurer | — | ||
| Mary Holton | Board Member | — | ||
| Leslie Sartor Mallo | Board Member | — | ||
| Matthew Morris | Board Member | — | ||
| Jeanette Wiggin | Treasurer | — | ||
| Mary Holton | Board Member | — | ||
| Leslie Sartor Mallo | Board Member | — | ||
| Matthew Morris | Board Member | — | ||
| EDWARD ATKATZ | Board Member | — | ||
| LAWRENCE COOPER | Board Member | — | ||
| MARY HOLTON | Board Member | — | ||
| LESLIE SARTOR MALLO | Board Member | — | ||
| MATTHEW MORRIS | Board Member | — | ||
| JEANETTE WIGGIN | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 30 other orgs in ME with NTEE prefix A6.
Most-divergent component: financial score sits 38 points below the peer median (0 vs. 38).
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 3.3% 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.