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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 38 | Financially Distressed | Stable Watch | |
| 2022 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2021 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2020 | — | — | — | 22 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2018 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 16 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 22.6% | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 12.1% | 38 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 13.3% | 38 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 14.4% | 38 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 13.2% | 38 | Financially Distressed | Recovery | |
| 2011 | — | — | 13.9% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS VANN | Board Member | — | ||
| TIM ERDMAN | Board Member | — | ||
| JEFF HAUSER | Board Member | — | ||
| FRED WILLIAMS | Board Member | — | ||
| JACK KOTZ | Board Member | — | ||
| STEVE GUMBLE | Board Member | — | ||
| DELANIE YOUNG | Board Member | — | ||
| TEDDY ERRICO | Board Member | — | ||
| ANNIE BOOTH | Board Member | — | ||
| CLARA MARTINEZ | Board President | — | ||
| PETER BELL | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE GUMBLE | Board Member | — | ||
| DON HANNAH | Board Member | — | ||
| JIM BERKOWITZ | Board Member | — | ||
| ANNIE BOOTH | Board Member | — | ||
| JONATHAN HARRIS | Board Member | — | ||
| TEDDY ERRICO | Board Member | — | ||
| JACK KOTZ | Board Member | — | ||
| TIM ERDMAN | Board Member | — | ||
| KURT DALTON | Board Member | — | ||
| CHRIS VANN | Board Member | — | ||
| FRED WILLIAMS | Board Member | — | ||
| JEFF HAUSER | Board Member | — | ||
| CLARA MARTINEZ | Board President | — | ||
| DELANIE YOUNG | Secretary | — | ||
| PETER BELL | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE GUMBLE | Board Member | — | ||
| DON HANNAH | Board Member | — | ||
| JIM BERKOWITZ | Board Member | — | ||
| ANNIE BOOTH | Board Member | — | ||
| JONATHAN HARRIS | Board Member | — | ||
| TEDDY ERRICO | Board Member | — | ||
| JACK KOTZ | Board Member | — | ||
| TIM ERDMAN | Board Member | — | ||
| KURT DALTON | Board Member | — | ||
| CHRIS VANN | Board Member | — | ||
| FRED WILLIAMS | Board Member | — | ||
| JEFF HAUSER | Board Member | — | ||
| CLARA MARTINEZ | Board President | — | ||
| DELANIE YOUNG | Secretary | — | ||
| PETER BELL | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE GUMBLE | Board Member | — | ||
| DON HANNAH | Board Member | — | ||
| JIM BERKOWITZ | Board Member | — | ||
| JONATHAN HARRIS | Board Member | — | ||
| TEDDY ERRICO | Board Member | — | ||
| DELANIE YOUNG | Board Member | — | ||
| JACK KOTZ | Board Member | — | ||
| JEFF HAUSER | Board Member | — | ||
| TIM ERDMAN | Board Member | — | ||
| FRED WILLIAMS | Board Member | — | ||
| KURT DALTON | Board Member | — | ||
| CHRIS VANN | Board President | — | ||
| CLARA MARTINEZ | TREASURERSECRETARY | — | ||
| PETER BELL | Executive Director | — |
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: 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
- 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.