Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
37
Score
Governance
50
Score
Financial
15
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 37 | Financially Distressed | Recovery | |
| 2022 | — | — | 15.3% | 35 | Financially Distressed | Recovery | |
| 2021 | — | — | 21.4% | 27 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 22.1% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 12.9% | 35 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 10.3% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 3.2% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 16.4% | 24 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 17.3% | 24 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 12.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 3.5% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 15.5% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SYLVIA MALLOY | Board Member | — | ||
| MARY LOU MALONEY | VICE-PRESIDE | — | ||
| KATIE MANNING | Board Member | — | ||
| TIM MCCARTHY | Board Member | — | ||
| JEFFREY MITCHELL | Treasurer | — | ||
| MEGHAN O'DONNELL | Board Member | — | ||
| MARIETTA PHINNEY | FOUNDING DIR | — | ||
| HEATHER SHAW | Board Member | — | ||
| LYNDA-LEE SHERIDAN | Board Member | — | ||
| LEROY STREAT | Board Member | — | ||
| JEANNIE UHRMANN | Board Member | — | ||
| JOANNA WEISS | Board Member | — | ||
| SCOTT J BATEY | Board Member | — | ||
| GERRY BRIEN | Board Member | — | ||
| LUCILLE DIGRAVIO | Secretary | — | ||
| TRICIA DIMARTINIS | Board Member | — | ||
| GAIL FORREST | Board Member | — | ||
| ROBERT GALLAGHER | Board Member | — | ||
| SILVIA GONZALEZ-POWERS | Board President | — | ||
| TRACEY HOWARD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL J TERRANOVA | EXECUTIVE DI | Hidden | ||
| MARIETTA PHINNEY | FOUNDING DIR | Hidden | ||
| SCOTT J BATEY | Board Member | — | ||
| LUCILLE DIGRAVIO | Secretary | — | ||
| TRICIA DIMARTINIS | Board Member | — | ||
| GAIL FORREST | Board Member | — | ||
| ROBERT GALLAGHER | Board Member | — | ||
| SILVIA GONZALEZ-POWERS | Board President | — | ||
| TRACEY HOWARD | Board Member | — | ||
| SYLVIA MALLOY | Board Member | — | ||
| MARY LOU MALONEY | VICE-PRESIDE | — | ||
| KATIE MANNING | Board Member | — | ||
| TIM MCCARTHY | Board Member | — | ||
| JEFFREY MITCHELL | Treasurer | — | ||
| HEATHER SHAW | Board Member | — | ||
| LEROY STREAT | Board Member | — | ||
| JEANNIE UHRMANN | Board Member | — | ||
| JOANNA WEISS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL J TERRANOVA | EXECUTIVE DI | Hidden | ||
| MARIETTA PHINNEY | FOUNDING DIR | Hidden | ||
| SCOTT J BATEY | Board Member | — | ||
| LUCILLE DIGRAVIO | Secretary | — | ||
| TRICIA DIMARTINIS | Board Member | — | ||
| GAIL FORREST | Board Member | — | ||
| ROBERT GALLAGHER | Board Member | — | ||
| SILVIA GONZALEZ-POWERS | Board President | — | ||
| TRACEY HOWARD | Board Member | — | ||
| SYLVIA MALLOY | Board Member | — | ||
| MARY LOU MALONEY | VICE-PRESIDE | — | ||
| KATIE MANNING | Board Member | — | ||
| TIM MCCARTHY | Board Member | — | ||
| JEFFREY MITCHELL | Treasurer | — | ||
| HEATHER SHAW | Board Member | — | ||
| LEROY STREAT | Board Member | — | ||
| JEANNIE UHRMANN | Board Member | — | ||
| JOANNA WEISS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL J TERRANOVA | EXECUTIVE DI | Hidden | ||
| MARIETTA PHINNEY | FOUNDING DIR | Hidden | ||
| SCOTT J BATEY | Board Member | — | ||
| GERRY BRIEN | Board Member | — | ||
| MICHAEL CASSIDY | Board Member | — | ||
| KRISTEN DEMBOWSKI | Board President | — | ||
| LUCILLE DIGRAVIO | Secretary | — | ||
| TRICIA DIMARTINIS | Board Member | — | ||
| CAITLIN DUTKIEWICZ | Board Member | — | ||
| GAIL FORREST | Board Member | — | ||
| ROBERT GALLAGHER | Board Member | — | ||
| SILVIA GONZALEZ-POWERS | Board Member | — | ||
| TRACEY HOWARD | Board Member | — | ||
| SYLVIA MALLOY | Board Member | — | ||
| MARY LOU MALONEY | VICE-PRESIDE | — | ||
| KATIE MANNING | Board Member | — | ||
| TIM MCCARTHY | Board Member | — | ||
| JEFFREY MITCHELL | Board Member | — | ||
| HEATHER SHAW | Board Member | — | ||
| JEANNIE UHRMANN | Board Member | — | ||
| JOANNA WEISS | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
37 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 376 other orgs in MA with NTEE prefix A6.
Most-divergent component: financial score sits 40 points below the peer median (15 vs. 55).
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.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.