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
37
Score
Governance
45
Score
Financial
15
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
2025
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 18.1% | 37 | Financially Distressed | Recovery | |
| 2023 | Hidden | Hidden | 18.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 11.9% | 39 | Fragile | Recovery | |
| 2021 | — | — | 21.0% | 37 | Fragile | Recovery | |
| 2020 | — | — | 12.4% | 35 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 8.5% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | 12.2% | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 16.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 13.0% | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 14.9% | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 11.5% | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | 18.2% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 17.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIC LENTZ | Executive Director | 13.5% of Rev | ||
| LISA CAMERON | Board Member | 4.6% of Rev | ||
| DARYL WALKER | Board Member | — | ||
| ILANA STEINBURG | Board Member | — | ||
| BILL DAVIS | Board Member | — | ||
| TONY HUERTA | Board Member | — | ||
| DIANA BLACK | Board Member | — | ||
| CAMERON HUDLEY-TAYLOR | Board Member | — | ||
| CINDY KRAYBILL | Board Member | — | ||
| KRISTIN MEROLLA | Board Member | — | ||
| ELLEN GRAHAM | Board President | — | ||
| CECILIA QUINTANILLA | Board President | — | ||
| IAN LINDEMANN | Treasurer | — | ||
| NISHANA JOHN | Secretary | — | ||
| ADRIENNE JOHNSON | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISA CAMERON | Board Member | 10.3% of Rev | ||
| DARYL WALKER | Board Member | — | ||
| ILANA STEINBURG | Board Member | — | ||
| RACHELE ESPIRITU | Board Member | — | ||
| DIANE CONAWAY | Board Member | — | ||
| ELLEN GRAHAM | Board Member | — | ||
| NISHANA JOHN | Board Member | — | ||
| JESS KLOTSCHE | Board Member | — | ||
| IAN LINDEMANN | Board Member | — | ||
| CECILIA QUINTANILLA | Board Member | — | ||
| SONIA GONZALEZ-ORTEGA | Board Member | — | ||
| ADRIENNE JOHNSON | Board President | — | ||
| LUCY O'SHAUGHNESSY | Board President | — | ||
| JULIE ALMERIA | Secretary | — | ||
| DIANA BLACK | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA GABBAY | Executive Director | 5.6% of Rev | ||
| LISA CAMERON | Board Member | 2.6% of Rev | ||
| ILANA STEINBERG | Board President | — | ||
| DARYL WALKER | Board Member | — | ||
| LUCY O'SHAUGHNESSY | Board President | — | ||
| JIM MANIRE | Treasurer | — | ||
| JULIE ALMERIA | Secretary | — | ||
| DARLA DAKIN | Board Member | — | ||
| ADRIENNE JOHNSON | Board Member | — | ||
| JUDD CHOATE | Board Member | — | ||
| DIANA BLACK | Board Member | — | ||
| DIANE CONAWAY | Board Member | — | ||
| RACHELE ESPIRITU | Board Member | — | ||
| SONIA GONZALEZ-ORTEGA | Board Member | — | ||
| ELLEN GRAHAM | Board Member | — | ||
| NISHANA JOHN | Board Member | — | ||
| JESS KLOTSCHE | Board Member | — | ||
| IAN LINDEMANN | Board Member | — | ||
| CECILIA QUINTANILLA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISA CAMERON | Board Member | 4.0% of Rev | ||
| LAURA GABBAY | Executive Director | 3.7% of Rev | ||
| ANDREW COX | Treasurer | — | ||
| JIM MANIRE | Treasurer | — | ||
| ILANA STEINBERG | Board President | — | ||
| DARLA DAKIN | Board Member | — | ||
| ADRIENNE JOHNSON | Board Member | — | ||
| JULIE ALMERIA | Secretary | — | ||
| JUDD CHOATE | Board Member | — | ||
| LUCY O'SHAUGHNESSY | Board President | — | ||
| ARIELLE RUBIN | 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
15 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
37 / 100
Priority Review
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 18.1% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.