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 | 5.1% | 44 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 3.5% | 49 | Fragile | Recovery | |
| 2021 | — | — | 4.7% | 41 | Fragile | Recovery | |
| 2020 | — | — | 5.0% | 39 | Financially Distressed | Recovery | |
| 2019 | — | — | 4.5% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 5.9% | 34 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 5.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 5.0% | 35 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 4.9% | 35 | Financially Distressed | Recovery | |
| 2014 | — | — | 5.6% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 5.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 4.2% | 35 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BIANCA GARCIA | EXEC DTR SEP | Hidden | ||
| MARK S CROSS-POWERS | Board President | — | ||
| CRAIG GARNER | Board President | — | ||
| MARTIN FLETCHER | Treasurer | — | ||
| HANNAH KARAMANOOGIAN | Secretary | — | ||
| BRENDAN PETERSON | Board Member | — | ||
| LAURA GAMACHE | Board Member | — | ||
| AIMEE KEARAGE | Board Member | — | ||
| GREG POWERS | Board Member | — | ||
| JOHN CUNNINGHAM | Board Member | — | ||
| TIMOTHY NORONHA | Board Member | — | ||
| POLLY TOWNER | EXEC DTR JUN | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PIPER RUNNION-BAREFORD | EXECUTIVE DI | Hidden | ||
| MARK S CROSS-POWERS | Board President | — | ||
| BRENDAN PETERSON | Board President | — | ||
| MARTIN FLETCHER | Treasurer | — | ||
| HANNAH KARAMANOOGIAN | Secretary | — | ||
| LAURA GAMACHE | Board President | — | ||
| BIANCA GARCIA | Board Member | — | ||
| CRAIG GARNER | Board Member | — | ||
| AIMEE KEARAGE | Board Member | — | ||
| GREG POWERS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PIPER RUNNION-BAREFORD | EXECUTIVE DI | Hidden | ||
| JOHN D'AMATO | Board President | — | ||
| MARK S CROSS-POWERS | Board President | — | ||
| THOMAS GIFFEN | Treasurer | — | ||
| JENNIFER RIVETT | Secretary | — | ||
| ALAN CLEVELAND | Board Member | — | ||
| TYLER L CRAIG | Board Member | — | ||
| CRAIG GARNER | Board Member | — | ||
| HANNAH KARAMANOOGIAN | Board Member | — | ||
| NANCY J NICHOLS | Board Member | — | ||
| BRENDAN PETERSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PIPER RUNNION-BAREFORD | EXECUTIVE DI | Hidden | ||
| JOHN D'AMATO | Board President | — | ||
| MARK S CROSS-POWERS | Board President | — | ||
| THOMAS GIFFEN | Treasurer | — | ||
| JENNIFER RIVETT | Secretary | — | ||
| ALAN CLEVELAND | Board Member | — | ||
| TYLER L CRAIG | Board Member | — | ||
| CRAIG GARNER | Board Member | — | ||
| HANNAH KARAMANOOGIAN | Board Member | — | ||
| NANCY NICHOLS | Board Member | — | ||
| BRENDAN PETERSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 23 other orgs in NH with NTEE prefix A6.
Most-divergent component: program score sits 26 points above the peer median (60 vs. 34).
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 5.1% 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.