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
33
Score
Governance
45
Score
Financial
5
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
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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 15.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 13.0% | 38 | Fragile | Recovery | |
| 2021 | — | — | 16.2% | 43 | Fragile | Recovery | |
| 2020 | — | — | 13.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 14.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 4.0% | 39 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 9.8% | 40 | Financially Distressed | Recovery | |
| 2016 | — | — | 11.7% | 36 | Financially Distressed | Recovery | |
| 2015 | — | — | 10.7% | 37 | Fragile | Gov Risk | |
| 2014 | — | — | 72.7% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 13.3% | 35 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 42 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE WACHTER | Executive Director | 8.1% of Rev | ||
| NATHAN SCHOTT | Board President | — | ||
| MARY NEBEL | Board President | — | ||
| ELIZABETH VOGLER | Secretary | — | ||
| ANNE DICKMAN | Treasurer | — | ||
| TIM DODT | Board Member | — | ||
| ERIC LENZ | Board Member | — | ||
| CINDY MARTIN | Board Member | — | ||
| RANDY MCNIFF | Board Member | — | ||
| BRIAN HANNER | Board Member | — | ||
| CYNTHIA NEMETH | Board Member | — | ||
| CANDICE PORTEN | Board Member | — | ||
| JIM SCHWITZER | Board Member | — | ||
| WINTHROP VON HAPSBURG | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHANIE STALLINGS | Executive Director | 15.5% of Rev | ||
| J MICHAEL CRUZ | Board President | — | ||
| NATHAN SCHOTT | Board President | — | ||
| ELLEN WADE | Secretary | — | ||
| ANNE DICKMAN | Treasurer | — | ||
| CONNIE MCDONALD | Board Member | — | ||
| JOHN MARVEL | Board Member | — | ||
| DENISE GOMOLAK | Board Member | — | ||
| CINDY MARTIN | Board Member | — | ||
| TIMOTHY DODT | Board Member | — | ||
| CYNTHIA NEMETH | Board Member | — | ||
| ERIC LENZ | Board Member | — | ||
| MARY NEBEL | Board Member | — | ||
| TIM MCKAY | Board Member | — | ||
| DEBORAH ANN HARRIS | Board Member | — | ||
| CANDICE PORTEN | Board Member | — | ||
| ELIZABETH VOGLER | Board Member | — | ||
| MICHELLE WACHTER | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARRY LANG | Executive Director | 15.5% of Rev | ||
| STEPHANIE STALLINGS | Executive Director | 0.2% of Rev | ||
| J MICHAEL CRUZ | Board President | — | ||
| HEIDI ROBINSON | Board Member | — | ||
| NATHAN SCHOTT | Secretary | — | ||
| ANNE DICKMAN | Treasurer | — | ||
| TIM DODT | Board President | — | ||
| DENISE GOMOLAK | Board Member | — | ||
| DEBORAH HARRIS | Board Member | — | ||
| ERIC LENZ | Board Member | — | ||
| CINDY MARTIN | Board Member | — | ||
| JOHN MARVEL | Board Member | — | ||
| CONNIE MCDONALD | Board Member | — | ||
| TIM MCKAY | Board Member | — | ||
| MARY NEBEL | Board Member | — | ||
| CYNTHIA NEMETH | Board Member | — | ||
| ELLEN WADE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARRY LANG | Executive Director | 15.5% of Rev | ||
| TIM DODT | Board President | — | ||
| J MICHAEL CRUZ | Board President | — | ||
| NATHAN SCHOTT | Secretary | — | ||
| ANNE DICKMAN | Treasurer | — | ||
| CHRISTOPHER BOYER | Board Member | — | ||
| DENISE GOMOLAK | Board Member | — | ||
| DEBORAH HARRIS | Board Member | — | ||
| CONNIE MCDONALD | Board Member | — | ||
| MARY NEBEL | Board Member | — | ||
| JOHN MARVEL | Board Member | — | ||
| CINDY MARTIN | Board Member | — | ||
| TIM MCKAY | Board Member | — | ||
| HEIDI ROBINSON | Board Member | — | ||
| ELLEN WADE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARRY LANG | Executive Director | 15.5% of Rev | ||
| CONNIE MCDONALD | Board Member | — | ||
| MOLLY MUNGER | Board Member | — | ||
| MARY NEBEL | Board Member | — | ||
| STEPHANIE STALLINGS | Board Member | — | ||
| TODD SULLIVAN | Board Member | — | ||
| BRIAN WALLACE | Board Member | — | ||
| PHYLLIS WOLFSKILL | Board Member | — | ||
| CINDY MARTIN | Board Member | — | ||
| TIM MCKAY | Board Member | — | ||
| ANN JOHNSON | Board President | — | ||
| JUDE MACK | Board President | — | ||
| NATHAN SCHOTT | Secretary | — | ||
| ANNE DICKMAN | Treasurer | — | ||
| TIM DODT | Board Member | — | ||
| HANNA CORTNER | Board Member | — | ||
| J MICHAEL CRUZ | Board Member | — | ||
| DEBORAH HARRIS | Board Member | — | ||
| NANCY LOWE | 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
5 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
33 / 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: 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 15.5% 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.