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 | — | 35 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 3.6% | 38 | Fragile | Recovery | |
| 2020 | — | — | 4.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.3% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUZANNE ALLEN-SABO | Board President | — | ||
| CHUCK MARCY | Secretary | — | ||
| RENEE IMAMURA | Board Member | — | ||
| CARA CIPRANI | Board Member | — | ||
| JULI RATHKE | Board Member | — | ||
| CHRIS SCHANDERA | Board Member | — | ||
| AMANDA JONES | Board President | — | ||
| DAVID NICOLI | Board Member | — | ||
| JIM ANDERSON | Board Member | — | ||
| LAURIE RAMBAUD | Treasurer | — | ||
| JIM ANDERSON | Chairman | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURIE RAMBAUD | Treasurer | — | ||
| JIM ANDERSON | Chairman | — | ||
| SUZANNE SZABO | Board Member | — | ||
| CHUCK MARCY | Board Member | — | ||
| RENEE IMAMURA | Secretary | — | ||
| CARA CIPRANI | Board Member | — | ||
| JULI RATHKE | Board Member | — | ||
| CHRIS SCHANDERA | Board Member | — | ||
| AMANDA JONES | Board Member | — | ||
| DAVID NICOLI | Board Member | — | ||
| ANNA DUDICK | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brandon Smith | Business Manage | 2.9% of Rev | ||
| LAURIE RAMBAUD | Treasurer | — | ||
| JIM ANDERSON | Chairman | — | ||
| SUZANNE SZABO | Board Member | — | ||
| CHUCK MARCY | Board Member | — | ||
| RENEE IMAMURA | Secretary | — | ||
| CRYSTAL GOOSEN | Board Member | — | ||
| BRADY MCMILLAN | Board Member | — | ||
| MATT HANSON | Board Member | — | ||
| AMANDA JONES | Board Member | — | ||
| JUDY GOEBEL | Board Member | — | ||
| TED LAWSON | Board Member | — | ||
| DAVID NICOLI | Board Member | — | ||
| ANNA DUDICK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARA JANES | Executive Dir. | 7.1% of Rev | ||
| LAURIE RAMBAUD | Treasurer | — | ||
| JIM ANDERSON | VICE CHAIRMAN | — | ||
| SUZANNE SZABO | Board Member | — | ||
| CHUCK MARCY | Board Member | — | ||
| RENEE IMAMURA | Secretary | — | ||
| CRYSTAL GOOSEN | Board Member | — | ||
| BRADY MCMILLAN | Board Member | — | ||
| MATT HANSON | Chairman | — | ||
| JOHN EBRIGHT | Board Member | — | ||
| JUDY GOEBEL | Board Member | — | ||
| LINDA HALL | Board Member | — | ||
| TED LAWSON | Board Member | — | ||
| DAVID NICOLI | Board Member | — | ||
| ANNA DUDICK | Board Member | — |
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.
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.