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 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2020 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISE REARDON | Treasurer | — | ||
| KELLY REARDON | Board President | — | ||
| COLLEEN SHAY | Secretary | — | ||
| KEVIN BUCHANAN | Board Member | — | ||
| BRET HAMMEN | Board Member | — | ||
| ELLEN HAMMEN | Board Member | — | ||
| JOYCE WALLACE | Board Member | — | ||
| LARISSA HIGGINS | Board Member | — | ||
| VICTORIA BUCHANAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISE REARDON | Treasurer | — | ||
| KELLY REARDON | Board President | — | ||
| COLLEEN SHAY | Secretary | — | ||
| KEVIN BUCHANAN | Board Member | — | ||
| BRET HAMMEN | Board Member | — | ||
| ELLEN HAMMEN | Board Member | — | ||
| JOYCE WALLACE | Board Member | — | ||
| LARISSA HIGGINS | Board Member | — | ||
| VICTORIA BUCHANAN | Board Member | — | ||
| DAVID GELLAR | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISE REARDON | Treasurer | — | ||
| KEVIN BUCHANAN | Board Member | — | ||
| COLLEEN SHAY | Secretary | — | ||
| DAVID GELLAR | Board Member | — | ||
| BRET HAMMEN | Board Member | — | ||
| ELLEN HAMMEN | Board Member | — | ||
| JOYCE WALLACE | Board Member | — | ||
| KELLY REARDON | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 131 other orgs in CT with NTEE prefix A6.
Most-divergent component: program score sits 32 points above the peer median (60 vs. 28).
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.