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
32
Score
Governance
50
Score
Financial
0
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 | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 38 | Fragile | Stable Watch | |
| 2021 | — | — | — | 38 | Fragile | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 4.6% | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 4.4% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 5.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 3.9% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 4.3% | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 4.9% | 35 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 5.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 7.4% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN BREEN COMBES | EXECUTIVE DIR/NONVOTING DI | Hidden | ||
| LAURINE RYAN-PERRY | Board President | — | ||
| BIANCA BATOR | Board Member | — | ||
| JANET GOFF | Board Member | — | ||
| STEPHEN HOURAHAN | Board Member | — | ||
| BETSY KEADY | Board Member | — | ||
| COUNCILMAN JOHN GONCALVES | Board Member | — | ||
| DON WINEBERG | Board Member | — | ||
| PHILLIP KYDD | Board Member | — | ||
| JOE NAUMAN | Board Member | — | ||
| RICHARD SALTZMAN | Treasurer | — | ||
| MARIA MONTANARO | Secretary | — | ||
| DANA ALEXANDER NOLFE | Board Member | — | ||
| STEFAN PETRELLA | Board Member | — | ||
| RANDY ROSENBAUM | Board Member | — | ||
| EVA ROUNDS | Board President | — | ||
| ANA CORONEL | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN BREEN COMBES | EXECUTIVE DIR/NONVOTING DI | Hidden | ||
| ALAN WEISS | Board President | — | ||
| LAURINE RYAN-PERRY | Board President | — | ||
| ERICA GUATIERI | Treasurer | — | ||
| LINDA MCGOLDRICK | Secretary | — | ||
| JOAN ABRAMS | Board Member | — | ||
| JUDY BARRETT LITOFF | Board Member | — | ||
| GAIL HIGGINS FOGARTY | Board Member | — | ||
| COLLEEN CAVANAUGH | Board Member | — | ||
| ANA CORONEL | Board Member | — | ||
| COUNCILMAN JOHN GONCALVES | Board Member | — | ||
| MARIE WEISS | Board Member | — | ||
| DON WINEBERG | Board Member | — | ||
| PHILLIP KYDD | Board Member | — | ||
| JOE NAUMAN | Board Member | — | ||
| RICHARD SALTZMAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN BREEN COMBES | EXECUTIVE DIR/NONVOTING DI | Hidden | ||
| ALAN WEISS | Board President | — | ||
| LAURINE RYAN-PERRY | Board President | — | ||
| ERICA GUATIERI | Treasurer | — | ||
| LINDA MCGOLDRICK | Secretary | — | ||
| JOAN ABRAMS | Board Member | — | ||
| JUDY BARRETT LITOFF | Board Member | — | ||
| GAIL HIGGINS FOGARTY | Board Member | — | ||
| COLLEEN CAVANAUGH | Board Member | — | ||
| ANA CORONEL | Board Member | — | ||
| COUNCILMAN JOHN GONCALVES | Board Member | — | ||
| MARIE WEISS | Board Member | — | ||
| DON WINEBERG | Board Member | — | ||
| PHILLIP KYDD | Board Member | — | ||
| JOE NAUMAN | Board Member | — | ||
| RICHARD SALTZMAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIHAILO DJURIC | Board Member | Hidden | ||
| KATHLEEN BREEN COMBES | Board Member | Hidden | ||
| ALAN WEISS | Board President | — | ||
| KIMBERLY WINSLOW | Board President | — | ||
| ERICA GUATIERI | Treasurer | — | ||
| LAURINE RYAN-PERRY | Secretary | — | ||
| JOAN ABRAMS | Board Member | — | ||
| JUDY BARRETT LITOFF | Board Member | — | ||
| GAIL HIGGINS FOGARTY | Board Member | — | ||
| LINDA MCGOLDRICK | Board Member | — | ||
| EVE ROUNDS | Board Member | — | ||
| MARY TSANGARAKIS | Board Member | — | ||
| MARIE WEISS | Board Member | — | ||
| DON WINEBERG | Board Member | — | ||
| TOOTS ZINSKY | 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
0 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
32 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 13 other orgs in RI with NTEE prefix A6.
Most-divergent component: financial score sits 39 points below the peer median (0 vs. 39).
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.