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
42
Score
Governance
50
Score
Financial
25
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
2025
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 | — | — | — | 42 | Fragile | Recovery | |
| 2023 | — | — | — | 39 | Fragile | Recovery | |
| 2022 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 36 | Fragile | Recovery | |
| 2020 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Stable Watch | |
| 2014 | — | — | — | 51 | Fragile | Stable Watch | |
| 2013 | — | — | — | 51 | Fragile | Recovery | |
| 2012 | — | — | — | 47 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHAWN COLEMAN | Board President | — | ||
| LINDA SHEA | Board President | — | ||
| PATRICK GONZALEZ | Treasurer | — | ||
| KAYVAN KHALATBARI | Secretary | — | ||
| SILVER AINOMAE | Board Member | — | ||
| OBE ARISS | Board Member | — | ||
| LARA CERVANTES | Board Member | — | ||
| MARIA CREAVIN | Board Member | — | ||
| VIRGIL DICKERSON | Board Member | — | ||
| JEROME FLEG | Board Member | — | ||
| MICHAEL FORTNEY | Board Member | — | ||
| TOM HAGERMAN | Board Member | — | ||
| GREGORY HARPER | Board Member | — | ||
| SHAWN HAUSER | Board Member | — | ||
| JOE MEGYESY | Board Member | — | ||
| KIMBERLY PATTERSON | Board Member | — | ||
| ELIZABETH WELLINGTON | Board Member | — | ||
| STEPHANIE ZELNICK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHAWN COLEMAN | Board President | — | ||
| LINDA SHEA | Board President | — | ||
| PATRICK GONZALEZ | Treasurer | — | ||
| KAYVAN KHALATBARI | Secretary | — | ||
| SILVER AINOMAE | Board Member | — | ||
| OBE ARISS | Board Member | — | ||
| LARA CERVANTES | Board Member | — | ||
| PENELOPE CLOR | Board Member | — | ||
| MARIA CREAVIN | Board Member | — | ||
| VIRGIL DICKERSON | Board Member | — | ||
| JEROME FLEG | Board Member | — | ||
| MICHAEL FORTNEY | Board Member | — | ||
| TOM HAGERMAN | Board Member | — | ||
| GREGORY HARPER | Board Member | — | ||
| SHAWN HAUSER | Board Member | — | ||
| JOE MEGYESY | Board Member | — | ||
| KIMBERLY PATTERSON | Board Member | — | ||
| ELIZABETH WELLINGTON | Board Member | — | ||
| STEPHANIE ZELNICK | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHAWN COLEMAN | Board President | — | ||
| LINDA SHEA | Board President | — | ||
| PATRICK GONZALEZ | Treasurer | — | ||
| KAYVAN KHALATBARI | Secretary | — | ||
| SILVER AINOMAE | Board Member | — | ||
| OBE ARISS | Board Member | — | ||
| LARA CERVANTES | Board Member | — | ||
| PENELOPE CLOR | Board Member | — | ||
| MARIA CREAVIN | Board Member | — | ||
| VIRGIL DICKERSON | Board Member | — | ||
| JEROME FLEG | Board Member | — | ||
| MICHAEL FORTNEY | Board Member | — | ||
| TOM HAGERMAN | Board Member | — | ||
| GREGORY HARPER | Board Member | — | ||
| SHAWN HAUSER | Board Member | — | ||
| JOE MEGYESY | Board Member | — | ||
| KIMBERLY PATTERSON | Board Member | — | ||
| ELIZABETH WELLINGTON | Board Member | — | ||
| STEPHANIE ZELNICK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHAWN COLEMAN | Board President | — | ||
| LINDA SHEA | Board President | — | ||
| PATRICK GONZALEZ | Treasurer | — | ||
| KAYVAN KHALATBARI | Secretary | — | ||
| SILVER AINOMAE | Board Member | — | ||
| OBE ARISS | Board Member | — | ||
| LARA CERVANTES | Board Member | — | ||
| PENELOPE CLOR | Board Member | — | ||
| MARIA CREAVIN | Board Member | — | ||
| VIRGIL DICKERSON | Board Member | — | ||
| JEROME FLEG | Board Member | — | ||
| MICHAEL FORTNEY | Board Member | — | ||
| TOM HAGERMAN | Board Member | — | ||
| GREGORY HARPER | Board Member | — | ||
| SHAWN HAUSER | Board Member | — | ||
| JOE MEGYESY | Board Member | — | ||
| KIMBERLY PATTERSON | Board Member | — | ||
| ELIZABETH WELLINGTON | Board Member | — | ||
| STEPHANIE ZELNICK | 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
25 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
42 / 100
Priority Review
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: program score sits 13 points above the peer median (45 vs. 32).
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
- 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:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.