Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
42
Score
Governance
50
Score
Financial
25
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 10.1% | 42 | Fragile | Stable Watch | |
| 2023 | Hidden | Hidden | 12.6% | 39 | Fragile | Stable Watch | |
| 2022 | — | — | 10.0% | 40 | Fragile | Recovery | |
| 2021 | — | — | 22.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 17.2% | 33 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 15.4% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 18.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 20.6% | 27 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 22.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 22.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 18.6% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 22.1% | 28 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 21.0% | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 17.3% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Meghann Zenteno | Executive Director | 10.1% of Rev | ||
| Allen Lyon | Board Member | — | ||
| Monica Leaming | Board Member | — | ||
| Scott Michlin | Board Member | — | ||
| Tom Taylor | Board Member | — | ||
| Steve Kiely | Treasurer | — | ||
| Karren Morrison | Board Member | — | ||
| Cynthia Rapp Sandhu | Board Member | — | ||
| Alicia Romero | Board Member | — | ||
| Brian Wagner | Board Member | — | ||
| Nancy Stoffer | Board President | — | ||
| Wendy Grant | Secretary | — | ||
| Sara Michaels | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Chandra Stubbs | Executive Director | 7.0% of Rev | ||
| Allen Lyon | Board Member | — | ||
| Nancy Stoffer | Board President | — | ||
| Wendy Grant | Secretary | — | ||
| Monica Leaming | Board Member | — | ||
| Scott Michlin | Board Member | — | ||
| Carol Schmudde | Board Member | — | ||
| Janice Sheftel | Treasurer | — | ||
| Tom Taylor | Board Member | — | ||
| Shelly Walchak | Board Member | — | ||
| Steve Kiley | Board Member | — | ||
| Karren Morrison | Board Member | — | ||
| Cynthia Rapp Sandhu | Board Member | — | ||
| Alicia Romero | Board Member | — | ||
| Brian Wagner | Board Member | — | ||
| Sara Michaels | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kathy Myrick | Executive Direc | 8.7% of Rev | ||
| Kathy Myrick | Executive Direc | 8.7% of Rev | ||
| David Bregar | Board Member | — | ||
| Polly Morgenstern | Board Member | — | ||
| Steve BowersWendy Grant | Board President | — | ||
| Janice Sheftel | Treasurer | — | ||
| Scott Michlin | Board Member | — | ||
| Allison Aichele | Board Member | — | ||
| Andrea Mull | Board Member | — | ||
| Allen Lyon | Board Member | — | ||
| Charissa Chiaravalloti | Board Member | — | ||
| Nancy Stoffer | Board Member | — | ||
| Jeff Susor | Board Member | — | ||
| Joseph Pope | Board President | — | ||
| David Bregar | Board Member | — | ||
| Tom Taylor | Board Member | — | ||
| Polly Morgenstern | Board Member | — | ||
| Dr Sara Michaels | Board Member | — | ||
| Steve BowersWendy Grant | Board President | — | ||
| Mark Walters | Board Member | — | ||
| Janice Sheftel | Treasurer | — | ||
| Rochelle Mann | Board Member | — | ||
| Scott Michlin | Board Member | — | ||
| Allison Aichele | Board Member | — | ||
| Andrea Mull | Board Member | — | ||
| Allen Lyon | Board Member | — | ||
| Charissa Chiaravalloti | Board Member | — | ||
| Nancy Stoffer | Board Member | — | ||
| Jeff Susor | Board Member | — | ||
| Joseph Pope | Board President | — | ||
| Tom Taylor | Board Member | — | ||
| Dr Sara Michaels | Board Member | — | ||
| Rochelle Mann | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
25 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
42 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 271 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 10.1% 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.