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
33
Score
Governance
45
Score
Financial
15
Score
Program
45
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 23.2% | 33 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 19.0% | 33 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 8.7% | 27 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 24.0% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 28.5% | 24 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 25.4% | 24 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 20.3% | 29 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 24.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 22.2% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 22.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 20.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Decline Risk | |
| 2011 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JODY ANN PONGRATZ | Executive Director | 29.4% of Rev | ||
| FRED WOFFORD | Board President | — | ||
| MICHAEL EMERY | Board Member | — | ||
| MARCY MERRILL | Treasurer | — | ||
| JOHN MONAHAN | Board President | — | ||
| MICHAEL BUTLER | Board Member | — | ||
| SAM GILMAN | Board President | — | ||
| HEATHER KIRBY | Board Member | — | ||
| JESSICA REECE | Board Member | — | ||
| BRENDEN SMITH | Secretary | — | ||
| TOMMY CHIU | Board Member | — | ||
| DEEPAK KAPOOR | Board Member | — | ||
| SALLY LEE | Board Member | — | ||
| CHRIS STEWARD | Board Member | — | ||
| DIANE WILCOX | Board Member | — | ||
| LISA SEIBERT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JODY ANN PONGRATZ | Executive Director | 18.1% of Rev | ||
| JODY ANN PONGRATZ | Executive Director | 7.0% of Rev | ||
| CAROLINE ANGEL BURKE | Board President | — | ||
| MICHAEL EMERY | Board President | — | ||
| FRED WOFFORD | Treasurer | — | ||
| JOHN MONAHAN | Secretary | — | ||
| KEVIN COREY | Board Member | — | ||
| JONATHAN PAPE | Board Member | — | ||
| MICHAEL BUTLER | Board Member | — | ||
| DAVID BEVANS | Board Member | — | ||
| LAURA M KELLEY | Board Member | — | ||
| SAM GILMAN | Board Member | — | ||
| LISA SIEBERT | Board Member | — | ||
| ADAM MERRILL | Board Member | — | ||
| KATIE JILLSON | Board Member | — | ||
| CAROLINE ANGEL BURKE | Board President | — | ||
| MICHAEL EMERY | Board President | — | ||
| FRED WOFFORD | Treasurer | — | ||
| JOHN MONAHAN | Secretary | — | ||
| KEVIN COREY | Board Member | — | ||
| JONATHAN PAPE | Board Member | — | ||
| MICHAEL BUTLER | Treasurer | — | ||
| DAVID BEVANS | Board Member | — | ||
| LAURA M KELLEY | Board Member | — | ||
| SAM GILMAN | Board Member | — | ||
| LISA SIEBERT | Board Member | — | ||
| ADAM MERRILL | Board Member | — | ||
| KATIE JILLSON | Board Member | — | ||
| JESSICA REECE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINNEA BARADARSON | Executive Director | 12.2% of Rev | ||
| AMY FICHERA | Executive Director | 8.9% of Rev | ||
| JODY ANN PONGRATZ | Executive Director | 1.5% of Rev | ||
| CAROLINE ANGEL BURKE | Board President | — | ||
| MICHAEL EMERY | Board President | — | ||
| FRED WOFFORD | Treasurer | — | ||
| MICHELLE APUZZIO | Board Member | — | ||
| JOHN MONAHAN | Secretary | — | ||
| KEVIN COREY | Board Member | — | ||
| DAWN SIEVERS | Board Member | — | ||
| JONATHAN PAPE | Board Member | — | ||
| CAROLINE ANGEL BURKE | Board Member | — | ||
| MICHAEL BUTLER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY FIQUERA | Executive Director | 24.8% of Rev | ||
| LINNEA BARDARSON | Executive Director | 5.7% of Rev | ||
| FRANK MULLEN | Board President | — | ||
| MICHAEL EMERY | Board President | — | ||
| FRED WOFFORD | Treasurer | — | ||
| MICHELLE APUZZIO | Board Member | — | ||
| ERIK PRIVERT | Board Member | — | ||
| MICHAEL BUTLER | Board Member | — | ||
| HENRI GOUGH | Board Member | — | ||
| BRIAN DWYER | Secretary | — | ||
| MEG DUNCAN | Board Member | — | ||
| JOHN MONAHAN | Board Member | — | ||
| JONATHAN PAPE | Board Member | — | ||
| CAROLINE ANGEL BURKE | 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
15 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
33 / 100
Priority Review
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
- Comp-to-revenue ratio of 23.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.