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 | — | — | 23.3% | 37 | Fragile | Recovery | |
| 2022 | — | — | 29.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 20.7% | 29 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 38.0% | 20 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBIN WILSON | Board Member | 14.1% of Rev | ||
| MARY BOURGET | Board President | 12.6% of Rev | ||
| PAUL BOURGET | Treasurer | — | ||
| ROBERT LAVADO | Board Member | — | ||
| EMMA SAMLER | Secretary | — | ||
| ADAM DUGGAN | Board Member | — | ||
| SARA LAVADO | Board Member | — | ||
| HEATHER KLEIN | Board Member | — | ||
| JEFF SPAMPINATO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBIN WILSON | Board Member | 10.9% of Rev | ||
| MARY SPINOSA | Board President | 9.8% of Rev | ||
| JONATHAN KERR | Secretary | — | ||
| PAUL BOURGET | Board Member | — | ||
| CARLO CASTRONOVO | Board Member | — | ||
| EMMA SAMLER | Secretary | — | ||
| ADAM DUGGAN | Board Member | — | ||
| ANDREA KENNEALLY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBIN WILSON | Board Member | 5.6% of Rev | ||
| ROBIN WILSON | Board Member | 4.4% of Rev | ||
| MARY SPINOSA | Board President | 3.1% of Rev | ||
| MARY SPINOSA | Board President | 2.0% of Rev | ||
| JONATHAN KERR | Board Member | 1.9% of Rev | ||
| SHANNON BEAUREGARD | Board Member | — | ||
| JONATHAN KERR | Board Member | — | ||
| PAUL BOURGET | Board Member | — | ||
| CARLO CASTRONOVO | Board Member | — | ||
| SHANNON BEAUREGARD | Board Member | — | ||
| PAUL BOURGET | Board Member | — | ||
| CARLO CASTRONOVO | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 245 other orgs in MA with NTEE prefix A6.
Most-divergent component: financial score sits 17 points below the peer median (25 vs. 42).
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 23.3% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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.