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 |
|---|---|---|---|---|---|---|---|
| 2022 | — | — | 1.9% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 10.6% | 42 | Fragile | Recovery | |
| 2020 | — | — | 10.0% | 38 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 6.8% | 40 | Financially Distressed | Recovery | |
| 2018 | — | — | 10.5% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 9.7% | 30 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 20.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 16.5% | 33 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 15.1% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Margo Saulnier | Board Member | — | ||
| Timothy Mahoney | Board Member | — | ||
| Janine Grinnell | Board Member | — | ||
| John H Deknatel | Board Member | — | ||
| Mark Medeiros | Board Member | — | ||
| Marcelina Pina-Christian | Board Member | — | ||
| Brandon Cabral | Board Member | — | ||
| Howe Allen | Board Member | — | ||
| Gig Lang | Board Member | — | ||
| Nancy Cabral | Board Member | — | ||
| Caroline Conzatti | Board President | — | ||
| Peter Covill | Treasurer | — | ||
| A Lawrence Jenkins | Board President | — | ||
| Margaret Nash | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HOWE ALLEN | Board Member | — | ||
| NANCY CABRAL | Board Member | — | ||
| CAROLINE CONZATTI | Board President | — | ||
| PETER COVILL | Treasurer | — | ||
| JOHN H DEKNATEL | Board Member | — | ||
| JANE DUFF-GLEASON | Board Member | — | ||
| JANINE GRINNELL | Board Member | — | ||
| A LAWRENCE JENKINS | Board Member | — | ||
| GIG LANG | Board Member | — | ||
| TIMOTHY MAHONEY | Board Member | — | ||
| MARK MEDEIROS | Board Member | — | ||
| JONATHAN HOWLAND PHD MPH MPA | VICE PRESIDE | — | ||
| MARGARET NASH | Secretary | — | ||
| KRISTI OLIVER | Board Member | — | ||
| MARGO SAULNIER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 246 other orgs in MA with NTEE prefix A6.
Most-divergent component: financial score sits 37 points below the peer median (5 vs. 42).
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.
Overall score has gone from 33 → 34 over 5 years (improving by 1 points).
What's driving this score
- Comp-to-revenue ratio of 1.9% 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.