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 | 10.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 12.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 11.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 12.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.9% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 12.6% | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 6.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 7.0% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 10.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 6.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 7.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 9.0% | 30 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 8.2% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARCIA HENDRICKS | EXECUTIVE DI | 10.5% of Rev | ||
| MARCIA HENDRICKS | EXECUTIVE DI | 10.0% of Rev | ||
| LAURA AGUILAR | Board Member | — | ||
| COLLEEN GANOE-MOORE | Board Member | — | ||
| KERRY GEORGE | ADVISOR | — | ||
| JONATHAN GORST | Board Member | — | ||
| VANESSA PENDLEY | Board Member | — | ||
| KRIS SANDAL | Board Member | — | ||
| TIANNA SMITH | PARENT COUNC | — | ||
| STEVE TRAHEY | Board President | — | ||
| LAURA AGUILAR | Board Member | — | ||
| COLLEEN GANOE-MOORE | Board Member | — | ||
| KERRY GEORGE | ADVISOR | — | ||
| VANESSA PENDLEY | Board Member | — | ||
| KRIS SANDAL | Board Member | — | ||
| TIANNA SMITH | PARENT COUNC | — | ||
| STEVE TRAHEY | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marcia Hendricks | Executive Director | 10.9% of Rev | ||
| Lori Hull-Knopp | Board Member | — | ||
| Betsy McClenahan | Board Member | — | ||
| Tianna Staples | Parent Council Rep | — | ||
| Natalie Adam | Bingo Rep | — | ||
| Michaela Laune | Board Member | — | ||
| Colleen Ganoe-Moore | Board Member | — | ||
| Laura Aguilar | Board Member | — | ||
| Mark Tuggle | Board Member | — | ||
| Kerry George | Treasurer | — | ||
| Steve Trahey | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARCIA HENDRICKS | Executive Director | 11.5% of Rev | ||
| MARK TUGGLE | Board President | — | ||
| COLLEEN GANOE-MOORE | Board Member | — | ||
| STEVE TRAHEY | Board President | — | ||
| LAURA AGUILAR | Board Member | — | ||
| MICHAELA LAUNE | Board Member | — | ||
| KERRY GEORGE | Treasurer | — | ||
| BETSY MCCLENAHAN | Board Member | — | ||
| LORI HULL-KNOPP | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARCIA HENDRICKS | Executive Director | 11.0% of Rev | ||
| MARK TUGGLE | Board President | — | ||
| COLLEEN MOORE | Board Member | — | ||
| STEVE TRAHEY | Board President | — | ||
| LAURA AGUILAR | Board Member | — | ||
| MICHAELA LAUNE | Board Member | — | ||
| KERRY GEORGE | Treasurer | — | ||
| BETSY MCCLENAHAN | Board Member | — | ||
| KAITLIN MONTALVO | 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: financial score sits 36 points below the peer median (0 vs. 36).
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 10.5% 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.