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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 45 | Fragile | Recovery | |
| 2021 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2020 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 47 | Fragile | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Recovery | |
| 2012 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KYLE KOEHLER | Board Member | — | ||
| JESS GOLDBERG | Board Member | — | ||
| TODD BROWN | Board Member | — | ||
| DYLAN BROOKS | Board Member | — | ||
| PAMELA SANTE | Treasurer | — | ||
| DANIEL ZEMKE | Board President | — | ||
| ASHLEY STORY | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH GLUCKSTERN | Board Member | — | ||
| SUZANNE CHEAVENS | Board Member | — | ||
| JESS GOLDBERG | Board Member | — | ||
| KYLE KOEHLER | Board Member | — | ||
| TODD BROWN | Board Member | — | ||
| DYLAN BROOKS | Board Member | — | ||
| SCOTT UPSHUR | Board Member | — | ||
| JILL WILSON | Secretary | — | ||
| DANIEL ZEMKE | Board President | — | ||
| ASHLEY STORY | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KYLE KOEHLER | Board Member | — | ||
| DANIEL ZEMKE | Board President | — | ||
| JESS GOLDBERG | Board Member | — | ||
| TODD BROWN | Board Member | — | ||
| DYLAN BROOKS | Board Member | — | ||
| JILL WILSON | Secretary | — | ||
| ASHLEY STORY | Board President | — |
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 36 points below the peer median (0 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.
Overall score has gone from 35 → 29 over 5 years (declining by 6 points).
What's driving this score
- 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.