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 | 25.4% | 26 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 45.5% | 26 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 54.9% | 22 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 36.6% | 22 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KYLE WRENTZ | Board Member | — | ||
| WARREN GIBBONS | Board Member | — | ||
| BRIAN RAWSTON | Board Member | — | ||
| DONNA MILANI LUTHER | Board Member | — | ||
| HEALY SAMMIS | EXEC DIRECTORTREASURER | — | ||
| MARY CHRISTO | Board President | — | ||
| KATE BRAY | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY BOWMAN | Board Member | — | ||
| WARREN GIBBONS | Board Member | — | ||
| BRIAN RAWSTON | Board Member | — | ||
| PETER DIMATTEO | Board Member | — | ||
| KYLE WRENTZ | Board Member | — | ||
| HEALY SAMMIS | Board President | — | ||
| GEORGINE FERRO | Board Member | — | ||
| DREW FORD | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY BOWMAN | Board Member | — | ||
| WARREN GIBBONS | Board Member | — | ||
| PETER DIMATTEO | Board Member | — | ||
| BRIAN RAWSTON | Board Member | — | ||
| CARA GIZZI | Board Member | — | ||
| KYLE WRENTZ | Board Member | — | ||
| HEALY SAMMIS | Board President | — | ||
| DREW FORD | Board President | — | ||
| GEORGINE FERRO | Board Member | — | ||
| ALYSSA MCGRAW | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KYLE WRENTZ | Board President | 14.7% of Rev | ||
| HEALY SAMMIS | Treasurer | 14.7% of Rev | ||
| PETER DIMATTEO | Board Member | — | ||
| ELIZABETH MASTERPOLO | Board Member | — | ||
| BRIAN RAWSTON | Board Member | — | ||
| CARA GIZZI | Board Member | — | ||
| WARREN GIBBONS | Board Member | — | ||
| ALYSSA MCGRAW | Board Member | — | ||
| DREW FORD | Secretary | — | ||
| ANNE CALIENTO | Board Member | — | ||
| GEORGINE FERRO | 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 42 points below the peer median (0 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 25.4% 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.