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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 4.0% | 39 | Financially Distressed | Recovery | |
| 2022 | — | — | 4.6% | 35 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 5.2% | 38 | Financially Distressed | Stable Watch | |
| 2020 | — | — | 8.0% | 38 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 7.1% | 38 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 8.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 8.3% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 39 | Fragile | Recovery | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES RAMSEY | EXECUTIVE DI | 4.9% of Rev | ||
| TALETHA POGGE | Treasurer | 4.8% of Rev | ||
| DAVID RHODES | Board Member | — | ||
| REBECCA GIVENS | Board President | — | ||
| ELISE COLLINS | Board President | — | ||
| CARL FITCH | Secretary | — | ||
| KEN FONG | Treasurer | — | ||
| MARTY DAVIDSON | Board Member | — | ||
| CHRISTEN BRENDLINGER | Board Member | — | ||
| CHRIS GIBBONS | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES RAMSEY | EXECUTIVE DI | 4.3% of Rev | ||
| DAVID RHODES | Board President | — | ||
| REBECCA GIVENS | Board President | — | ||
| ELISE COLLINS | Secretary | — | ||
| KEN FONG | Treasurer | — | ||
| MARTY DAVIDSON | Board Member | — | ||
| CHRISTEN BRENDLINGER | Board Member | — | ||
| HOLLY COORS | Board Member | — | ||
| CARL FITCH | Board Member | — | ||
| CHRIS GIBBONS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES RAMSEY | Executive Director | 4.0% of Rev | ||
| DAVID RHODES | Board President | — | ||
| KEN FONG | Treasurer | — | ||
| HOLLY COORS | Board Member | — | ||
| MARTY DAVIDSON | Board President | — | ||
| CHRIS BRENDLINGER | Secretary | — | ||
| ELISE COLLINS | Board Member | — | ||
| REBECCA GIVENS | Board Member | — | ||
| TRACY BAUMGARTNER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES RAMSEY | Executive Director | 3.5% of Rev | ||
| TRACY BAUMGARTNER | Board President | — | ||
| KEN FONG | Secretary | — | ||
| HOLLY COORS | Board Member | — | ||
| MARTY DAVIDSON | Board President | — | ||
| CHRIS BRENDLINGER | Board Member | — | ||
| DAVID RHODES | Board Member | — | ||
| ELISE COLLINS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES RAMSEY | Executive Director | 3.6% of Rev | ||
| TRACY BAUMGARTNER | Board President | — | ||
| KEN FONG | Treasurer | — | ||
| HOLLY COORS | Board Member | — | ||
| MARTY DAVIDSON | Board President | — | ||
| CHRIS BRENDLINGER | Board Member | — | ||
| DANI STANG | Secretary | — | ||
| DAVID RHODES | Board Member | — | ||
| MATT MANN | Board Member | — |
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
- Comp-to-revenue ratio of 4.0% 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.