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 | — | — | 18.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 26.2% | 38 | Fragile | Recovery | |
| 2022 | — | — | 15.5% | 37 | Fragile | Recovery | |
| 2021 | — | — | 12.4% | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 24.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 17.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 22.1% | 27 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 41.2% | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 44.4% | 23 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 40.2% | 21 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 55.9% | 19 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 45.7% | 22 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 34.7% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 42.4% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIAN ACKERLEY | Board Member | 18.7% of Rev | ||
| TOM BIM | Board Member | — | ||
| CHRIS HUFFORD | Board Member | — | ||
| TERRY KYTE | Board Member | — | ||
| MICHELLE SLAVIN | Board Member | — | ||
| BETTY SPROUL | Board Member | — | ||
| TOM TRONSDAL | Board Member | — | ||
| ARDIS GROB | SCHOLARSHIP | — | ||
| RENEE SHANE-BOYD | Board Member | — | ||
| KELLY BURKHOLDER | Board President | — | ||
| KIM JONES | Board President | — | ||
| GARRETT ROHWER | Treasurer | — | ||
| ANTHONY GIMINO | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIAN ACKERLEY | Board Member | 19.4% of Rev | ||
| KELLY BURKHOLDER | Board President | — | ||
| KIM JONES | Secretary | — | ||
| GARRETT ROHWER | Treasurer | — | ||
| ANTHONY GIMINO | Board Member | — | ||
| JACKI NICHOLS | Board Member | — | ||
| TOM TRONSDAL | Board Member | — | ||
| TERRY KYTE | Board Member | — | ||
| BETTY SPROUL | Board Member | — | ||
| TOM BIM | Board Member | — | ||
| SARAH PFANNENSTIEL | Board Member | — | ||
| ARDIS GROB | SCHOLARSHIP | — | ||
| RENEE SHANE-BOYD | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIAN ACKERLEY | Board Member | 13.8% of Rev | ||
| ANTHONY GIMINO | Board Member | — | ||
| JACKI NICHOLS | Board Member | — | ||
| TOM TRONSDAL | Board Member | — | ||
| TERRY KYTE | Board Member | — | ||
| ARDIS GROB | SCHOLARSHIP | — | ||
| KIM JONES | Secretary | — | ||
| GARRETT ROHWER | Treasurer | — | ||
| KELLY BURKHOLDER | Board President | — | ||
| RENEE SHANE-BOYD | Board President | — |
Score breakdown
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 26 points below the peer median (5 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.
Overall score has gone from 27 → 29 over 5 years (improving by 2 points).
What's driving this score
- Comp-to-revenue ratio of 18.0% 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.