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 | — | — | Unknown | — | |
| 2022 | Hidden | Hidden | — | — | Unknown | — | |
| 2018 | — | — | 8.9% | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | 35.9% | 22 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 6.9% | 36 | Financially Distressed | Recovery | |
| 2015 | — | — | 16.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 7.2% | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | 13.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 6.9% | 38 | Financially Distressed | Recovery | |
| 2011 | — | — | 14.9% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Gary Nicholson | Board Member | 6.7% of Rev | ||
| Shannon Jones | Treasurer | 3.3% of Rev | ||
| Deborah Liles | Executive Dir. | 2.8% of Rev | ||
| Cheryl Schwartz | Board President | — | ||
| Gary Foote | Board Member | — | ||
| Melissa Foster | Board President | — | ||
| Amanda Schroeder | Board Member | — | ||
| Stephen Hock | Board Member | — | ||
| Nancy Pittman | Board Member | — | ||
| David Schwartz | Secretary | — | ||
| Bruce Latimer | Board Member | — | ||
| Ninet Sinaii | Board Member | — | ||
| Jennifer Dahle-Mesaether | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GARY NICHOLSON | Board Member | 6.8% of Rev | ||
| SHANNON JONES | Executive Director | 2.0% of Rev | ||
| RICHARD WOOD | Board President | — | ||
| JIM MAHONEY | Board President | — | ||
| CHERYL SCHWARTZ | Treasurer | — | ||
| GARY FOOTE | Board Member | — | ||
| MELISSA FOSTER | Secretary | — | ||
| AMANDA SCHROEDER | Board Member | — | ||
| ELLIE BONTRAGER | Board Member | — | ||
| CINDY FESGEN | Board Member | — | ||
| STEPHEN HOCK | Board Member | — | ||
| NANCY PITTMAN | Board Member | — | ||
| DAVID SCHWARTZ | Board Member | — | ||
| BRUCE LATIMER | Board Member | — | ||
| DEBORAH LILES | Executive Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 183 other orgs in CO with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 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
- Comp-to-revenue ratio of 8.9% 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.