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 | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2017 | — | — | 16.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Recovery | |
| 2014 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARTY FRIED | Board Member | — | ||
| CLAIRE MCCULLOUGH | Board Member | — | ||
| TIM MEEHAN | Board Member | — | ||
| OLIVIA STEVENS | Board Member | — | ||
| ALISON RUSCHP | Board Member | — | ||
| CHRISTOPHER ALTADONNA | Board President | — | ||
| JANE GREENFOGEL | Board President | — | ||
| MARY SKELTON ALTADONNA | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLISON RUSCHP | Board Member | — | ||
| CARLOS SERRANO | Board Member | — | ||
| OLIVIA MACKAY STEVENS | Board Member | — | ||
| MARY SKELTON ALTADONNA | Board Member | — | ||
| WALT LEVERING | Board President | — | ||
| JANE GREENFOGEL | Board President | — | ||
| KAREN GOCKLEY | Secretary | — | ||
| CHRISTOPHER ALTADONNA | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LYNN PAPARELLA | Executive Director | Hidden | ||
| MARY SKELTON ALTADONNA | Board Member | — | ||
| ALLISON RUSCHP | Board Member | — | ||
| CARLOS SERRANO | Board Member | — | ||
| OLIVIA MACKAY STEVENS | Board Member | — | ||
| WALT LEVERING | Board President | — | ||
| JANE GREENFOGEL | Board President | — | ||
| CHRISTOPHER ALTADONNA | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LYNN PAPARELLA | Executive Director | Hidden | ||
| MEGAN GOSS | Board Member | — | ||
| NANCY MONEY | Board Member | — | ||
| KAREN GOCKLEY | Board Member | — | ||
| MARY SKELTON | Board Member | — | ||
| JOANNE PRIESTLEY | Board Member | — | ||
| ALLISON RUSCHP | Board Member | — | ||
| OLIVIA STEVENS | Board Member | — | ||
| WALT B LEVERING | Board President | — | ||
| CHRISTOPHER ALTADONNA | Treasurer | — | ||
| SALLY STETSON | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 35 other orgs in VT with NTEE prefix A6.
Most-divergent component: financial score sits 41 points below the peer median (0 vs. 41).
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.
- 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.