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 | 6.1% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 6.8% | 44 | Fragile | Recovery | |
| 2021 | — | — | 8.6% | 42 | Fragile | Recovery | |
| 2020 | — | — | 12.1% | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | 3.5% | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 2.1% | 41 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 5.5% | 40 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 9.2% | 40 | Financially Distressed | Recovery | |
| 2015 | — | — | 11.0% | 38 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 11.7% | 38 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 14.4% | 38 | Financially Distressed | Recovery | |
| 2012 | — | — | 15.7% | 35 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 17.3% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE POPE | EXECUTIVE DI | 9.6% of Rev | ||
| ANNELIESE SWIFT | INCOMING EXE | — | ||
| ROBIN DEIGHAN | Board President | — | ||
| PETE BRILL | Secretary | — | ||
| CHRIS ROWBERRY | Treasurer | — | ||
| JOHN CLAYTON JR | Board Member | — | ||
| CATHERINE A STONE | Board Member | — | ||
| FRED W FRAILEY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMANDA BLEVINS | EXECUTIVE DI | 10.6% of Rev | ||
| PETE BRILL | Board Member | — | ||
| GARRET DAVIES | Board President | — | ||
| JOHN DAWSEY | Board Member | — | ||
| ROBIN DEIGHAN | Board Member | — | ||
| JAMES G DULIN | Board Member | — | ||
| FRED W FRAILEY | Board Member | — | ||
| JAMES JOHNSON | Board Member | — | ||
| JOHN CLAYTON JR | Board Member | — | ||
| MENDEL MELZER | Treasurer | — | ||
| STEVE POPE | Secretary | — | ||
| CHRIS ROWBERRY | Board Member | — | ||
| LARRY S STEWART | Board Member | — | ||
| CATHERINE A STONE | Board Member | — | ||
| ALAN TANENBAUM | Board Member | — | ||
| SARAH VALENTE | VICE PRESIDE | — | ||
| WILLIAM W VERITY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Amanda R Blevins | Executive Director | 8.1% of Rev | ||
| Fred W Frailey | Board Member | — | ||
| JoAnn Hickey | Board Member | — | ||
| James Jay Johnson | Board Member | — | ||
| Mendel Melzer | Board Member | — | ||
| Carolyn Pope | Board Member | — | ||
| Larry S Stewart | Board Member | — | ||
| Catherine A Stone | Secretary | — | ||
| Howard L Stone | Treasurer | — | ||
| Alan Tanenbaum | Board Member | — | ||
| Sarah Valente | Board Member | — | ||
| William Verity | Board Member | — | ||
| Bruce Willard | Board Member | — | ||
| Glen Wood | Board Member | — | ||
| Bill Blaze | Board Member | — | ||
| Michael S Brown | Board Member | — | ||
| John Clayton | Board Member | — | ||
| Garret Davies | Board Member | — | ||
| John Dawsey | Board Member | — | ||
| Robin Deighan | Board Member | — | ||
| James Dulin | Board Member | — | ||
| Robert E Ford | 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 45 points below the peer median (5 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
- Comp-to-revenue ratio of 6.1% 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.