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
27
Score
Governance
45
Score
Financial
0
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 24.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 13.4% | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 22.7% | 27 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 15.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 15.2% | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 15.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 14.1% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 16.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 19.8% | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 20.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 43 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tiffany Palotto | Board Member | 23.4% of Rev | ||
| Caroline Baudinet Stumpf | Board Member | — | ||
| Karee Justice - Bondy | Board Member | — | ||
| Neyla Pekarek | Board Member | — | ||
| Becca Smith | Board Member | — | ||
| Del'Shawn Tayler | Board Member | — | ||
| Heidi Wilbur | Board President | — | ||
| Sean Smith | Board Member | — | ||
| Janet Yenter | Board Member | — | ||
| Dawn Kramer | Musician Rep | — | ||
| Kome Muller | Treasurer | — | ||
| Kristi Franko | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tiffany Palotto | Board Member | 24.3% of Rev | ||
| Josh Neugebauer | Treasurer | — | ||
| Cindy Chang | Secretary | — | ||
| Will Braunstein | Board Member | — | ||
| Becca Smith | Board Member | — | ||
| Del'Shawn Tyler | Board Member | — | ||
| Heidi Wilbur | Executive Director | — | ||
| Sean Smith | Board Member | — | ||
| Janet Yenter | Board Member | — | ||
| Jason Green | Board Member | — | ||
| Kome Muller | Board Member | — | ||
| Kristi Franko | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Shelby Mattingly | Executive Dir. | 19.2% of Rev | ||
| Heidi Wilbur | Board Member | — | ||
| Josh Neugebauer | Board Member | — | ||
| Cindy Chang | Secretary | — | ||
| Sean Smith | Treasurer | — | ||
| Rob Rehburg | Board Member | — | ||
| Jason Green | Board Member | — | ||
| Jason P Scott | Board Member | — | ||
| Carlton Willey | Board Member | — | ||
| Becca Smith | Board Member | — | ||
| Jean Plotkin | Board Member | — | ||
| Maria Corral | Board President | — | ||
| Will Braunstein | Chairman | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jason Green | Board Member | — | ||
| Jason Scott | Board Member | — | ||
| CJ Willey | Board Member | — | ||
| Jean Plotkin | Secretary | — | ||
| Heidi Wilbur | Board Member | — | ||
| Sean Smith | Treasurer | — | ||
| Rob Rehburg | Board President | — | ||
| Cindy Chang | Board Member | — | ||
| Josh Neugebauer | Board Member | — | ||
| Maria Corral | Board President | — | ||
| Will Braunstein | Board President | — | ||
| Shelby Mattingly | Executive Dir. | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Shelby Mattingly | Executive Dir. | 14.6% of Rev | ||
| Jason Green | Board Member | — | ||
| Jason Scott | Board Member | — | ||
| CJ Willey | Board Member | — | ||
| Jean Plotkin | Secretary | — | ||
| Heidi Wilbur | Board Member | — | ||
| Sean Smith | Treasurer | — | ||
| Rob Rehburg | Board President | — | ||
| Kellyn Smith | Board President | — | ||
| Josh Neugebauer | Board Member | — | ||
| Maria Corral | Board President | — | ||
| Will Braunstein | 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
0 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
27 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 270 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 50 points below the peer median (0 vs. 50).
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 24.3% 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.