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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 24.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 18.5% | 33 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 23.7% | 29 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 21.6% | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 15.3% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 16.5% | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 18.3% | 26 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 21.3% | 28 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 22.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 9.9% | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JACQUELYN HAMMOND | Board President | 18.9% of Rev | ||
| JEFFREY HAMMOND | VICE-PRESIDE | 3.3% of Rev | ||
| GLORIA FOY | Board Member | 1.8% of Rev | ||
| SHANNON MCCARTHY | Board Member | 0.7% of Rev | ||
| JUDD CARLSON | Board Member | — | ||
| CHRIS CIOFFI | Board Member | — | ||
| EVON KISHBAUGH | Treasurer | — | ||
| ALISON WESTERLIND | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JACQUELYN HAMMOND | Board President | 14.4% of Rev | ||
| JEFFREY HAMMOND | VICE PRESIDE | 0.5% of Rev | ||
| JUDD CARLSON | Board Member | — | ||
| CHRIS CIOFFI | Board Member | — | ||
| GLORIA FOY | Board Member | — | ||
| ALISON WESTERLIND | Board Member | — | ||
| EVON KISHBAUGH | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in AZ for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 28.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Reduce top-officer compensation from 28.2% to under 22% of revenue — would move governance score by ~12 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.