Governance Lag
What does this mean?
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
The Path Forward
The Scaffold
Brings immediate structural maturity. It represents the necessity of outside, independent oversight to manage new scale, breaking the echo chamber of a founding 'friends and family' board.
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 | — | — | Unknown | — | |
| 2023 | — | — | — | 64 | Stable | Stable Watch | |
| 2022 | — | — | — | 59 | Fragile | Recovery | |
| 2021 | — | — | — | 41 | Fragile | Decline Risk | |
| 2020 | — | — | — | 55 | Fragile | Decline Risk | |
| 2019 | — | — | — | 59 | Fragile | Stable Watch | |
| 2017 | — | — | — | 59 | Fragile | Stable Watch | |
| 2016 | — | — | — | 59 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIC BERGSTROM | Board President | — | ||
| DENISE SCHOENGOLD | Vice President | — | ||
| LAURA BOLINGER | Board Member | — | ||
| PATTY KINGSMILL | Board Member | — | ||
| KEVIN LARSEN | Board Member | — | ||
| SHAKIRA JOHNSON | Treasurer | — | ||
| JOCELYN SCHILLING | Board Member | — | ||
| SALVADOR MARMOLEJO | Board Member | — | ||
| ERIC BERGSTROM | Board President | — | ||
| DENISE SCHOENGOLD | Vice President | — | ||
| LAURA BOLINGER | Treasurer | — | ||
| PATTY KINGSMILL | Board Member | — | ||
| KEVIN LARSEN | Board Member | — | ||
| SHAKIRA JOHNSON | Treasurer | — | ||
| KAREN KEEHN | Board Member | — | ||
| ANDRE GRATTO | Board Member | — | ||
| JOCELYN SCHILLING | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 271 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 50 points above the peer median (100 vs. 50).
5-year trend: Governance Lag
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
What's driving this score
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- 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.