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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | 37 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 8.7% | 44 | Fragile | Recovery | |
| 2021 | — | — | 15.1% | 29 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 28.0% | 24 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 15.8% | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 15.7% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 16.7% | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 17.2% | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 16.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch | |
| 2010 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Garrett | Board President | — | ||
| Andrea Garrett | Executive Dir. | — | ||
| Jason Laughrey | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Andrea Garrett | Executive Dir. | 4.4% of Rev | ||
| Jason Laughrey | Board Member | 4.4% of Rev | ||
| Andrea Garrett | Executive Dir. | 4.4% of Rev | ||
| Jason Laughrey | Board Member | 4.4% of Rev | ||
| David Garrett | Board President | — | ||
| David Garrett | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Andrea Garrett | Executive Dir. | 4.4% of Rev | ||
| Jason Laughrey | Board Member | 4.4% of Rev | ||
| David Garrett | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (5 vs. 36).
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.
Overall score has gone from 33 → 37 over 5 years (improving by 4 points).
What's driving this score
- 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.