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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 10.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 10.7% | 37 | Fragile | Recovery | |
| 2022 | — | — | 15.6% | 35 | Fragile | Gov Risk | |
| 2021 | — | — | — | 35 | Fragile | Recovery | |
| 2020 | — | — | 13.0% | 31 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | 2.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 2.2% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | 2.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 47 | Fragile | Recovery | |
| 2013 | — | — | 0.6% | 42 | Fragile | Recovery | |
| 2012 | — | — | 0.7% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNA RIEDI | EXECUTIVE DI | 10.7% of Rev | ||
| TONY PHIFER | Board President | — | ||
| ERIK ELLIOTT | VICE PRESIDE | — | ||
| BONNIE MCKNIGHT | Secretary | — | ||
| JERRY HANLEY | Treasurer | — | ||
| ALAN BARKLEY | Board Member | — | ||
| AUBREY COLEMAN | Board Member | — | ||
| KATHERINE HINDS | Board Member | — | ||
| SUSAN MCCOLL | Board Member | — | ||
| JACULYNN PANUSKA | Board Member | — | ||
| LAURA SANDERS | Board Member | — | ||
| PADDY SHANNON | Board Member | — | ||
| ALAN VAN ORDEN | Board Member | — | ||
| ADINA WOODWARD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PADDY SHANNON | Board President | — | ||
| SARAH WOOD | Board President | — | ||
| BETTY LUNDGREN | Secretary | — | ||
| JAMES PACKARD | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PADDY SHANNON | Board President | — | ||
| CLARK MOSER | Board President | — | ||
| BETTY LUNDGREN | Secretary | — | ||
| JAMES PACKARD | Treasurer | — |
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.
What's driving this score
- Comp-to-revenue ratio of 10.7% sits within the sector's healthy band (18–22%).
- 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.