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 | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | Hidden | Hidden | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 37 | Fragile | Recovery | |
| 2020 | — | — | 22.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 15.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.8% | 39 | Fragile | Stable Watch | |
| 2017 | — | — | 5.6% | 40 | Fragile | Recovery | |
| 2016 | — | — | 16.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 19.4% | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TRACY DORMAN | Board Member | — | ||
| ERIC BRUMMITT | Board President | — | ||
| TOM POLOWY | Board Member | — | ||
| ASHLEIGH MARTIN | ChairTreasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TRACY DORMAN | EXECUTIVE DI | — | ||
| KIM ECKART | Board Member | — | ||
| ERIC GALM | Board Member | — | ||
| DAN HITCHELL | Board Member | — | ||
| BARBARA LAURAIN | Board Member | — | ||
| LAUREN MILARDO | Board Member | — | ||
| MICHELE ANDRADE | Secretary | — | ||
| ERIC BRUMMITT | Board President | — | ||
| STEPHANIE COLE | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELE ANDRADE | Board Member | — | ||
| MATEO BALL | Board Member | — | ||
| LISA BASILE | Board Member | — | ||
| ERIC BRUMMITT | Board Member | — | ||
| JESSICA CAPONE | Board Member | — | ||
| AMY CHANG | Board President | — | ||
| BEVERLI CHRISTENSEN | Board Member | — | ||
| JESSICA CLEMENT | Board Member | — | ||
| STEPHANIE COLE | Treasurer | — | ||
| BARBARA DORIAN | Board Member | — | ||
| TRACY DORMAN | EXECUTIVE DI | — | ||
| DOUGLAS EICHER | EMERITUS DIR | — | ||
| KAMA GIEDRA | EMERITUS DIR | — | ||
| FRANK GIULIANO | Board Member | — | ||
| LISA GREENE | EMERITUS DIR | — | ||
| VIRGINIA MAJOR | EMERITUS DIR | — | ||
| LAUREN MILARDO | Board Member | — | ||
| DARLENE SALONIA | Board Member | — | ||
| KATE SULIKOWSKI | Board Member | — | ||
| MICHELE ANDRADE | Board Member | — | ||
| MATEO BALL | Board Member | — | ||
| ERIC BRUMMITT | Board Member | — | ||
| JESSICA CAPONE | Board Member | — | ||
| AMY CHANG | Board President | — | ||
| JESSICA CLEMENT | Board Member | — | ||
| STEPHANIE COLE | Treasurer | — | ||
| BARBARA DORIAN | Board Member | — | ||
| TRACY DORMAN | EXECUTIVE DI | — | ||
| DOUGLAS EICHER | EMERITUS DIR | — | ||
| KAMA GIEDRA | EMERITUS DIR | — | ||
| FRANK GIULIANO | Board President | — | ||
| LISA GREENE | EMERITUS DIR | — | ||
| VIRGINIA MAJOR | EMERITUS DIR | — | ||
| LAUREN MILARDO | Board Member | — | ||
| DARLENE SALONIA | Board Member | — | ||
| KATE SULIKOWSKI | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 184 other orgs in CT with NTEE prefix A6.
Most-divergent component: financial score sits 50 points below the peer median (0 vs. 50).
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
- 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.