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 | — | — | 10.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 11.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 8.5% | 40 | Fragile | Recovery | |
| 2020 | — | — | — | 42 | Fragile | Decline Risk | |
| 2019 | — | — | 11.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 8.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 7.3% | 36 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 6.6% | 38 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 8.2% | 38 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 2.0% | 43 | Fragile | Stable Watch | |
| 2013 | — | — | 6.3% | 42 | Fragile | Decline Risk | |
| 2012 | — | — | 8.7% | 44 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 7.8% | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jason Lythgoe | Executive Director | 8.0% of Rev | ||
| Thomas Donley | Treasurer | — | ||
| Jeff Graves | Board Member | — | ||
| Cornelius Hurley | Board President | — | ||
| Mike Scieszka | Board President | — | ||
| Hal Lott | Board Member | — | ||
| Rachel Lasiewicz | Board | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brenda Macon | Executive Dir. | 9.4% of Rev | ||
| Mike Scieszka | Board President | — | ||
| Cornelius Hurley | Board President | — | ||
| John Lopez | Treasurer | — | ||
| Susan Hupp | Secretary | — | ||
| Lesley Gannon-Meiering | Board Member | — | ||
| Ronell Oliveri | Board Member | — | ||
| Tim Monroe | Board Member | — | ||
| Maurey Leysens | Board Member | — | ||
| Wendy Hassemer | Board Member | — | ||
| Jo Martin | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brenda Macon | Executive Dir. | 8.3% of Rev | ||
| Brenda Macon | Executive Dir. | — | ||
| Mike Scieszka | Board President | — | ||
| Jennifer Bayer | Board President | — | ||
| John Lopez | Treasurer | — | ||
| Hunter Johnson | Secretary | — | ||
| Susan Hupp | Board Member | — | ||
| Lesley Meiering | Board Member | — | ||
| Jesse Bopp | Board Member | — | ||
| Jonas Grushkin | Board Member | — | ||
| Kenneth Duncan | Board Member | — | ||
| Mike Scieszka | Board President | — | ||
| Jennifer Bayer | Board President | — | ||
| John Lopez | Treasurer | — | ||
| Jesse Bopp | Secretary | — | ||
| Susan Hupp | Board Member | — | ||
| Lesley Ganon-Meiering | Board Member | — | ||
| Haley Kirkman | Board Member | — | ||
| Ronell Oliveri | Board Member | — | ||
| Beth Poole | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 138 other orgs in CO with NTEE prefix A2.
Most-divergent component: financial score sits 70 points below the peer median (0 vs. 70).
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 10.7% 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.