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
27
Score
Governance
45
Score
Financial
0
Score
Program
45
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 | Hidden | Hidden | 18.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 19.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 18.9% | 31 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 16.8% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 18.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 15.8% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 14.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 15.0% | 29 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 20.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 18.7% | 25 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 15.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 17.2% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH CRAIG | Board President | — | ||
| JAMES BLAIR | Board President | — | ||
| JOAN COLE | Board Member | — | ||
| SANDRA DEL CASALE | Board Member | — | ||
| CICELY DAUTREMONT | Board Member | — | ||
| DOUGLAS MANCE | Board Member | — | ||
| LAURA MANCE | Board Member | — | ||
| PAMELA PARRY | Board Member | — | ||
| ROCHELLE TAYLOR | Board Member | — | ||
| RUTH DAVIS | Board Member | — | ||
| SHIRLEY SCOTT | Board Member | — | ||
| GAIL FITZHUGH | Board Member | — | ||
| DEE DEE SAMET | Board Member | — | ||
| JAKE JACOBS | Board Member | — | ||
| JONATHAN ZENZ | Board Member | — | ||
| FRED RODRIGUEZ | Board Member | — | ||
| LINDSAY JOELLE | Board Member | — | ||
| ALEJANDRO CANELOS | Board Member | — | ||
| MARYANN TROMBINO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES BLAIR | Board President | 10.6% of Rev | ||
| JAMES BLAIR | Board President | 9.6% of Rev | ||
| SUSAN CLAASEN | Board President | 7.0% of Rev | ||
| SUSAN CLAASEN | Board President | 3.0% of Rev | ||
| SHIRLEY SCOTT | Board Member | — | ||
| GAIL FITZHUGH | Board Member | — | ||
| ANNE CAVANAGH | Board Member | — | ||
| RUTH DAVIS | Board Member | — | ||
| JAKE JACOBS | Board Member | — | ||
| HOPE SIMPARA | Board Member | — | ||
| STEVE PETERSON | Board Member | — | ||
| DEE DEE SAMET | Board Member | — | ||
| SANDRA DEL CASALE | Board Member | — | ||
| CICELY DAUTREMONT | Board Member | — | ||
| JANE BROWN | Board Member | — | ||
| JOAN COLE | Board Member | — | ||
| PAMELA PARRY | Board Member | — | ||
| ROCHELLE TAYLOR | Board Member | — | ||
| DOUGLAS MANCE | Board Member | — | ||
| LAURA MANCE | Board Member | — | ||
| RUTH DAVIS | Board Member | — | ||
| ANNE CAVANAGH | Board Member | — | ||
| ROCHELLE TAYLOR | Board Member | — | ||
| SHIRLEY SCOTT | Board Member | — | ||
| DEE DEE SAMET | Board Member | — | ||
| STEVE PETERSON | Board Member | — | ||
| GAIL FITZHUGH | Board Member | — | ||
| SANDRA DEL CASALE | Board Member | — | ||
| JOAN COLE | Board Member | — | ||
| JANE BROWN | Board Member | — | ||
| CICELY DAUTREMONT | Board Member | — | ||
| PAMELA PARRY | Board Member | — | ||
| LAURA MANCE | Board Member | — | ||
| DOUGLAS MANCE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES BLAIR | Board President | 9.7% of Rev | ||
| SUSAN CLAASEN | Board President | 3.4% of Rev | ||
| CICELY DAUTREMONT | Board Member | — | ||
| PAMELA PARRY | Board Member | — | ||
| LAURA MANCE | Board Member | — | ||
| DOUGLAS MANCE | Board Member | — | ||
| TAMMY BRUMMITT | Board Member | — | ||
| RUTH DAVIS | Board Member | — | ||
| ANNE CAVANAGH | Board Member | — | ||
| LILY BRUMMITT | Board Member | — | ||
| DEE DEE SAMET | Board Member | — | ||
| LAURA K ORLICH | Board Member | — | ||
| GAIL FITZHUGH | Board Member | — | ||
| ROCHELLE TAYLOR | Board Member | — | ||
| SANDRA DEL CASALE | Board Member | — | ||
| JOAN COLE | Board Member | — | ||
| JANE BROWN | 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
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
27 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 118 other orgs in AZ with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (0 vs. 31).
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 18.4% 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.