Board of Directors · Quarterly Readout
Q1 FY27 Quarterly Readout
Q1 at a Glance
CLF has collected $469,051, 14.9% of its FY27 budget, a quarter of the way through the year. Foundation giving is ahead of pace; individual and corporate giving are back-loaded into year-end and the Gala, and Medicaid billing is the line to watch.
Revenue collected · Q1
Monitor$469,051
14.9% of $3,150,112 budget
A quarter of the way through the year; individual giving and the Gala land later.
Learn more Revenue
Medicaid billing · Q1
Needs attention$56,013
14.0% of $400,000 annual goal
Session volume is the driver; Q2 target is $105K.
Learn more Revenue
Youth enrolled · Sep 30
Monitor110
vs. Q1 target of 132
RFMA is over target; WWOC/RMP and GVR are rebuilding after site changes.
Learn more Programs
Active clinical clients · Sep 30
Needs attention132
vs. Q1 target of 160
Plus 20 pending and 13 consults outstanding.
Learn more Programs
Organization Rocks hit · Q1
Needs attention62%
10 of 16 · benchmark 80%
Leaders named Rock rigor as a shared Q2 goal.
Learn more Annual Rocks
Foundation asks in pipeline
On track$636,794
vs. $550,000 first-half goal
Ahead of the first-half pipeline goal.
Learn more Revenue
Where Our Six Annual Rocks Stand
Status at the end of Q1.
| Area | Annual Rock | Status |
|---|---|---|
| Revenue | $2.69M in FY27 revenue (95% of the board-adopted budget) | Not tracking |
| Partnerships | Signed FY28 agreements with RFMA and DPS, plus two new or expanded paid partners | Tracking |
| Year Zero vision | 75% attainment of Year Zero vision goals | Stuck |
| Clinical | Sustain clinical program stability (care pathway adherence and full caseloads) | Tracking |
| Youth leadership | Two independent and two rising OST leaders by May 2027 | Tracking |
| Culture | GWC and core values at 100% staff fidelity | Not started |
Revenue by Source Against the Q1 Pace
Q1 revenue as a share of each FY27 budget line. The dashed line marks 25% of the year. Hover or tap a bar for dollars.
Youth Enrollment and Clinical Care
Youth enrollment by site
Enrolled on Sep 30; the dark tick marks each site’s FY27 target.
Clinical program
Q1 targets set by the clinical team; Medicaid revenue is under Revenue.
| Measure | Q1 target | Q1 actual | Note |
|---|---|---|---|
| Average weekly sessions held | 120 | 61 | Jul 60.8 · Aug 51 · Sep 70.8; 106 in the week of Oct 22 |
| Active clients | 160 | 132 | Sep 30; plus 20 pending and 13 consults outstanding |
| Restoring Futures clients | 15 | 14 | Sep 30 |
| Active clients with a session each week | 75% | 59% | September baseline; 75% is the Q2 target |
Top Risks and How the Board Can Help
Top risks
| Risk | What we see | Q2 response |
|---|---|---|
| Medicaid pace | $56.0K in Q1 (G&G) against a $100K quarterly pace; session volume (about 61 a week vs. 120) is the driver | Q2 target of $105K; referral-to-care process being tightened; sessions reached 106 in the week of Oct 22 |
| Corporate revenue | $12.2K in Q1 (G&G) against a $283K budget line, with no active corporate asks in Q1 | Gala sponsorship push ($100K committed by Dec 18) under the corporate partner strategy |
| Individual giving | $5.0K in Q1 (G&G) against a $548K budget line, weighted toward Colorado Gives Day and year-end | Year-end campaign: $150K public goal, $250K internal goal; personal asks to the top 25 prospects |
| Program space | WWOC at 12 of 30 enrolled while space terms with RMP are unresolved | Space negotiation and an agreed RMP next step in Q2 |
Where the board can help, October – December 2026
Gala sponsorships
Help secure $100K in 2027 Gala sponsorships by Dec 18; asks go out in early November
Year-end giving
Your own gift and introductions for Colorado Gives Day and year-end ($150K public goal, $250K internal goal)
Corporate introductions
Warm introductions to corporate partners to rebuild the pipeline
Southwest Denver funder
Join a funder conversation to underwrite Southwest Denver programming
From the CEO
Kaye’s reflection on her own leadership this quarter.
What challenged me
My biggest challenge was recognizing it was time for me to lead Individual Giving directly. After a search with three finalists, our offer was declined, and we chose to pause hiring until year-end giving closes. That meant reshaping my calendar and workflow. It also confirmed something I have been saying: our program leaders are strong and our teams are in their best position in years. So I am stepping back to lead them rather than manage them, while I lead giving closely. A second lesson came as we entered our second year on EOS, the operating system behind much of last year's growth: our Rocks need more rigor. Some were set too low, and some measured the wrong thing. My own staffing Rock asked for an outcome I couldn't guarantee without compromising quality, and filling a seat with the wrong person just to hit a Rock was never the goal.
What I am proud of
I am most proud of our people. They are all in every day, and our teams hit the ground running. Youth enrollment and engagement are outpacing anything in the past five years: 55 youth enrolled at RFMA in the first week, and about 131 across all sites by late October. Our clinical team is retooling its systems and roles to support a larger team, and new school partnerships brought in 48 referrals in September alone. My humblebrag: I cultivated a $50,000 gift from the Schlessman Family Foundation, our first from them since 2022.
What I am working on in Q2
In Q2, I am stepping into a program leader role for Individual Giving while continuing to lead the organization. It is a real stretch. It also means stepping further back from managing our senior leaders: more deep listening and coaching, less having all the answers.
Across the leadership team
Common themes from each department leader’s Q1 reflection.
Leading through transition
Most leaders stepped into new roles, new sites or a new structure this quarter. A common thread was the shift from doing the work to developing others to do it, and trusting site leads to make their own calls.
Building systems instead of heroics
Leaders noticed that early problem-solving had lived in individual people. They are moving it into shared processes, clearer timelines and escalation paths.
Coaching with clear expectations
Leaders described intentional onboarding, clearer role expectations and stronger documentation practices as the coaching they are proudest of.
Relationships turning into access
New relationships with schools, partners and families are already producing referrals and enrollment, and leaders see trust-building as core to the work.
Growth edge
Several leaders said their Rocks were not rigorous enough. Writing Rocks that stretch the team, and scoring them consistently, is a shared goal for Q2.
Sources: revenue from G&G July–September FY27 financial statements (accrual basis, run 10/15/26) against FY27 board-approved budget lines; Rocks, enrollment, clinical and pipeline figures from the FY27 Rocks Scorecard.
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