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 | 12.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 14.9% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | 21.0% | 39 | Fragile | Recovery | |
| 2020 | — | — | 30.0% | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 18.2% | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 21.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 19.2% | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 20.9% | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 21.8% | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 24.0% | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 24.5% | 31 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 25.9% | 30 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 28.0% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DWAYNE HARRIS | EXECUTIVE DIR. | 12.9% of Rev | ||
| GLORIA TROMBLEY | Board Member | — | ||
| DEBI FREUND | Board Member | — | ||
| JANE CEROSKY | Board President | — | ||
| MELISSA PAUL | Board President | — | ||
| STEVEN HERNANDEZ | Secretary | — | ||
| SHANE KEGLER | Artistic Director | — | ||
| GAYLE BARRETT | Board Member | — | ||
| DAVID GARNES | Board Member | — | ||
| DAVID PELLETIER | Board Member | — | ||
| DAVID NEWIRTH | Treasurer | — | ||
| KEN OHARA | Board Member | — | ||
| JAMIE WILLIAMS | Board Member | — | ||
| EDWARD FITZGERALD | Board Member | — | ||
| MICHELE O'NEIL | Board Member | — | ||
| MILLIE TEXIDOR-MAFFUCCI | Board Member | — | ||
| DAVID WALTON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DWAYNE HARRIS | Executive Dir. | 12.4% of Rev | ||
| KAREN SNYDER | Board President | — | ||
| GLORIA TROMBLEY | Board Member | — | ||
| DEBI FREUND | Board President | — | ||
| MICHELE O'NEIL | Board Member | — | ||
| JANE CEROSKY | Board Member | — | ||
| MELISSA PAUL | Board Member | — | ||
| MARK FITZPATRICK | Board Member | — | ||
| TRACY FUNKE | Board Member | — | ||
| LILY RAINVILLE | Board Member | — | ||
| STEVEN HERNANDEZ | Board Member | — | ||
| JOHN NELSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DWAYNE HARRIS | Executive Dir. | 11.2% of Rev | ||
| KAREN SNYDER | Board President | — | ||
| DAVID WALTON | Board Member | — | ||
| DEBI FREUND | Board President | — | ||
| DAVID GARNES | Secretary | — | ||
| DAVID NEWIRTH | Treasurer | — | ||
| MICHELE O'NEIL | Board Member | — | ||
| MELISSA PAUL | Board Member | — | ||
| ANGELA DIAS | Board Member | — | ||
| JEFF CURREY | Board Member | — | ||
| JOYCE HODGSON | Board Member | — | ||
| STEVEN HERNANDEZ | Board Member | — | ||
| JOHN NELSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 130 other orgs in CT 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
- Comp-to-revenue ratio of 12.8% 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.