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 | — | — | 15.8% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 4.8% | 51 | Fragile | Recovery | |
| 2021 | — | — | 8.2% | 42 | Fragile | Recovery | |
| 2020 | — | — | 7.5% | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | 9.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 9.5% | 40 | Financially Distressed | Recovery | |
| 2017 | — | — | 13.9% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 15.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 13.8% | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 16.3% | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 20.3% | 37 | Fragile | Gov Risk | |
| 2012 | — | — | — | 39 | Fragile | Decline Risk | |
| 2011 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEL GOLDENTHAL | Executive Director | 7.9% of Rev | ||
| STEVE MAUN | Board Member | 7.9% of Rev | ||
| HERBERT ELY | Board Member | — | ||
| JOSEPH BERG | Board Member | — | ||
| JENNIFER HOWARD | Board Member | — | ||
| TOM KELLY | Board Member | — | ||
| RICK NAIMARK | Board Member | — | ||
| GERALD SHELLEY | Board Member | — | ||
| STUART SIEFER | Board Member | — | ||
| RICHARD YARBOUGH | Board Member | — | ||
| SUSAN DWYER | Treasurer | — | ||
| LORENE ELY | Secretary | — | ||
| JEFF LIBMAN | Board President | — | ||
| GEORGE JACKSON | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE MAUN | Board Member | 7.9% of Rev | ||
| JOEL GOLDENTHAL | Executive Director | 7.9% of Rev | ||
| HERBERT ELY | Board Member | — | ||
| JOSEPH BERG | Board Member | — | ||
| JENNIFER HOWARD | Board Member | — | ||
| TOM KELLY | Board Member | — | ||
| RICK NAIMARK | Board Member | — | ||
| GERALD SHELLEY | Board Member | — | ||
| STUART SIEFER | Board Member | — | ||
| RICHARD YARBOUGH | Board Member | — | ||
| SUSAN DWYER | Treasurer | — | ||
| LORENE ELY | Secretary | — | ||
| JEFF LIBMAN | Board President | — | ||
| GEORGE JACKSON | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEL GOLDENTHAL | Executive Director | 7.0% of Rev | ||
| HERBERT ELY | Board Member | — | ||
| RICHARD YARBROUGH | Board Member | — | ||
| GERALD SHELLEY | Board Member | — | ||
| STUART SEIFER | Board Member | — | ||
| DAIN CALVIN | Board Member | — | ||
| JOSEPH BERG | Board Member | — | ||
| JENNIFER BONNETT | Board Member | — | ||
| MATT MCCLINTOCK | Board Member | — | ||
| GEORGE JACKSON JR | Board President | — | ||
| JEFFREY LIBMAN | Board President | — | ||
| MARY SUSAN DWYER | Treasurer | — | ||
| LORENE ELY | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEL GOLDENTHAL | Executive Director | 7.0% of Rev | ||
| HERBERT ELY | Board Member | — | ||
| RICHARD YARBROUGH | Board Member | — | ||
| KIM RYDER | Board Member | — | ||
| STUART SEIFER | Board Member | — | ||
| DAIN CALVIN | Board Member | — | ||
| JOSEPH BERG | Board Member | — | ||
| JENNIFER BONNETT | Board Member | — | ||
| MATT MCCLINTOCK | Board Member | — | ||
| PAUL STANDLEY | Board Member | — | ||
| GEORGE JACKSON JR | Board President | — | ||
| JEFFREY LIBMAN | Board President | — | ||
| MARY SUSAN DWYER | Treasurer | — | ||
| LORENE ELY | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEL GOLDENTHAL | Executive Director | 7.0% of Rev | ||
| HERBERT ELY | Board Member | — | ||
| RICHARD YARBROUGH | Board Member | — | ||
| KIM RYDER | Board Member | — | ||
| STUART SEIFER | Board Member | — | ||
| DAIN CALVIN | Board Member | — | ||
| JOSEPH BERG | Board Member | — | ||
| CARMELLA RAMIREZ | Board Member | — | ||
| MATT MCCLINTOCK | Board Member | — | ||
| PAUL STANDLEY | Board Member | — | ||
| GEORGE JACKSON JR | Board President | — | ||
| JEFFREY LIBMAN | Board President | — | ||
| MARY SUSAN DWYER | Treasurer | — | ||
| LORENE ELY | Secretary | — |
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 15.8% 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.