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 | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 45 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MADELINE CULPO | Board Member | — | ||
| ALISON LAROCCA | Board Member | — | ||
| JANINE MASCHINO | Treasurer | — | ||
| MARY GIANNONE TALMI | Board Member | — | ||
| PAUL CUPLO | Board Member | — | ||
| LAURA FLOWERS | Executive Dir. | — | ||
| SUSAN GILBERT | Board Member | — | ||
| KERRY PIAGGIONE | Board Member | — | ||
| NANCY KING | Board Member | — | ||
| CARL SPRAGUE | Board President | — | ||
| DEIRDRE SWINDLEHURST | Secretary | — | ||
| CHRISTOPHER NAGLE | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MADELINE CULPO | Board Member | — | ||
| ANDREW CLINTON | Board President | — | ||
| ALISON LAROCCA | Board Member | — | ||
| JANINE MASCHINO | Treasurer | — | ||
| MARY GIANNONE TALMI | Board Member | — | ||
| SUSAN GILBERT | Board President | — | ||
| JASON GOLDMAN | Board Member | — | ||
| RICHARD HIAM | Board Member | — | ||
| NANCY KING | Board Member | — | ||
| CARL SPRAGUE | Board President | — | ||
| DEIRDRE SWINDLEHURST | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MADELINE CULPO | Board Member | — | ||
| ANDREW CLINTON | Board Member | — | ||
| ALISON LOROCCA | Board President | — | ||
| JANINE MASCHINO | Treasurer | — | ||
| SUSAN GILBERT | Board Member | — | ||
| JASON GOLDMAN | Board Member | — | ||
| RICHARD HIAM | Board Member | — | ||
| NANCY KING | Board Member | — | ||
| CARL SPRAGUE | Board Member | — | ||
| DEIRDRE SWINDLEHURST | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MADELINE CULPO | Board Member | — | ||
| ANDREW CLINTON | Board President | — | ||
| JANINE MASCHINO | Treasurer | — | ||
| SUSAN GILBERT | Board President | — | ||
| JASON GOLDMAN | Board Member | — | ||
| RICHARD HIAM | Board Member | — | ||
| NANCY ROPELEWSKI-KING | Board Member | — | ||
| CARL SPRAGUE | Executive Director | — | ||
| DEIRDRE DUFFIN-SWINDLEHURST | Secretary | — |
Score breakdown
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.
- 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.