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
32
Score
Governance
50
Score
Financial
0
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
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 12.8% | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 14.4% | 31 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 20.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 19.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 17.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 23.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 9.3% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 11.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.4% | 46 | Fragile | Recovery | |
| 2014 | — | — | 14.8% | 36 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 10.5% | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | 13.6% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 13.1% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH BARRICKLOW | Board Member | 3.8% of Rev | ||
| RYAN SCHULTZ | BUSINESS MANAGER | 3.6% of Rev | ||
| ELIZABETH BARRICKLOW | Board Member | 3.3% of Rev | ||
| CATHERINE BARRICKLOW | Board Member | 3.0% of Rev | ||
| CATHERINE BARRICKLOW | NOMAD MGR. | 3.0% of Rev | ||
| GREER GALLOWAY | ADMIN MANAGER | 3.0% of Rev | ||
| KEIR HYATT | Board Member | 3.0% of Rev | ||
| GREER GALLOWAY | ADMIN MANAGER | 2.8% of Rev | ||
| RYAN SCHUTZ | BUSINESS MANAGER | 2.5% of Rev | ||
| ELIZABETH EMMITT-MATTOX | Board Member | 1.0% of Rev | ||
| MICHELE GARBER | Board President | — | ||
| NICK KEMP | Treasurer | — | ||
| NICK KEMP | Treasurer | — | ||
| LINDA ABELKIS | Board President | — | ||
| ERIN AGEE | Board Member | — | ||
| SHANA ROGERS | Secretary | — | ||
| BILL BLANCHETT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Elizabeth Barricklow | Board Member | 3.3% of Rev | ||
| Laurel Fisher | Board Member | 3.1% of Rev | ||
| Greer Galloway | Admin Manager | 2.8% of Rev | ||
| Catherine Barricklow | Nomad Mgr. | 2.8% of Rev | ||
| Keir Hyatt | Board Member | 2.8% of Rev | ||
| Courtney Nicoletti | Board Member | 2.5% of Rev | ||
| Pauline Dickey | Bus. Manager | 1.9% of Rev | ||
| Liz Emmett-Maddox | Board Member | 1.0% of Rev | ||
| Nick Kemp | Treasurer | — | ||
| Erin Agee | Board President | — | ||
| Shana Rogers | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Greer Galloway | Admin Manager | 3.1% of Rev | ||
| Catherine Barricklow | Nomad Mgr. | 3.1% of Rev | ||
| Elizabeth Barricklow | Board Member | 3.0% of Rev | ||
| Laurel Fisher | Board Member | 3.0% of Rev | ||
| Keir Hyatt | Board Member | 2.3% of Rev | ||
| Pauline Dickey | Bus. Manager | 1.8% of Rev | ||
| Liz Emmett-Maddox | Board Member | 0.1% of Rev | ||
| Dr William Blanchet | Board Member | — | ||
| Linda Abelkis | Board Member | — | ||
| Nick Kemp | Treasurer | — | ||
| Erin Agee | Board President | — | ||
| Shana Rogers | Secretary | — | ||
| Lydia Woodard | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Elizabeth Barricklow | Board Member | 3.0% of Rev | ||
| Laurel Fisher | Board Member | 3.0% of Rev | ||
| Greer Galloway | Admin Manager | 2.5% of Rev | ||
| Catherine Barricklow | Nomad Mgr. | 2.5% of Rev | ||
| Keir Hyatt | Board Member | 2.3% of Rev | ||
| Pauline Dickey | Bus. Manager | 2.2% of Rev | ||
| Dr William Blanchet | Board Member | — | ||
| Linda Abelkis | Board Member | — | ||
| Liz Emmett-Maddox | Board Member | — | ||
| Nick Kemp | Treasurer | — | ||
| Erin Agee | Board President | — | ||
| Shana Rogers | Board Member | — | ||
| Audrey Wiebe | Board Member | — | ||
| Lydia Woodard | 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
0 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
32 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 36 other orgs in CO with NTEE prefix A2.
Most-divergent component: financial score sits 41 points below the peer median (0 vs. 41).
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 12.8% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.