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 | — | — | 4.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | Hidden | Hidden | 5.0% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 45 | Fragile | Recovery | |
| 2020 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET NORWOOD | Executive Director | 2.9% of Rev | ||
| DEANDRE CURTIS | Executive Director | 2.6% of Rev | ||
| CRAIG BOND | HONORARY BOARD | 0.6% of Rev | ||
| SHASHAUNA STATON | Board President | 0.4% of Rev | ||
| SHARON DWINNELL | Board President | 0.1% of Rev | ||
| LEE ANN SCHERLONG | Board President | — | ||
| SHANNON MCCARTHY | Treasurer | — | ||
| MARCIA MEIER | Secretary | — | ||
| DR DAVID NORRIS | Board Member | — | ||
| LORRAINE SCOTT | Board Member | — | ||
| MYKAI EASTMAN | Board Member | — | ||
| ARVINA BARNES | Board Member | — | ||
| LINDA SUTTLE | Board Member | — | ||
| JENNIFER SO | Board Member | — | ||
| TANYA LILLY | Board Member | — | ||
| MARSENA HOLSOPPLE | Board Member | — | ||
| DANA HART WRIGHT | Board Member | — | ||
| JAN CLEVELAND | Board Member | — | ||
| DAVID TRIMBLE | HONORARY BOARD | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARON DWINNELL | Board President | — | ||
| LORRAINE SCOTT | Board President | — | ||
| MARGARET NORWOOD | Treasurer | — | ||
| DARCIE FROHARDT | Secretary | — | ||
| DAVID NORRIS | Board Member | — | ||
| SHEREE LEE NICK | Board Member | — | ||
| SHASHAUNA STATION | Board Member | — | ||
| SHANNON MCCARTHY | Board Member | — | ||
| CHRISTOPHER PAGE-SANDERS | Board Member | — | ||
| ARVINA BARNS | Board Member | — | ||
| LINDA SUTTLE | Board Member | — | ||
| JENNIFER SO | Board Member | — | ||
| MARCIA MEIER | Board Member | — | ||
| LEE ANN SCHERLONG | Board Member | — | ||
| DAVID TRIMBLE | HONORARY BOARD | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAN CLEVELAND | EX-OFFICIO M | — | ||
| SHARON DWINNELL | Board President | — | ||
| DAGMAR HABERKORN | Treasurer | — | ||
| SHEREELEE NICK | Secretary | — | ||
| MARGARET NOORWOOD | Board Member | — | ||
| LORRAINE SCOTT | VICE-PRESIDE | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 270 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 50 points below the peer median (0 vs. 50).
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 36 → 32 over 5 years (declining by 4 points).
What's driving this score
- Comp-to-revenue ratio of 4.9% 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.