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 | — | — | 19.4% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 0.8% | 35 | Financially Distressed | Recovery | |
| 2021 | — | — | 11.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 9.3% | 44 | Fragile | Recovery | |
| 2019 | — | — | 5.4% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 10.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 8.8% | 44 | Financially Distressed | Recovery | |
| 2016 | — | — | 5.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.8% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 12.8% | 39 | Financially Distressed | Recovery | |
| 2013 | — | — | 13.4% | 38 | Financially Distressed | Recovery | |
| 2012 | — | — | 12.8% | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 13.8% | 21 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIO CESAR MORALES | Executive Director | 0.7% of Rev | ||
| KIRA DIXON-WEINSTEIN | Board President | — | ||
| DANNY VINIK | Board President | — | ||
| LUIS SOTO CARRILLO | Secretary | — | ||
| JUSTIN MARTINEZ | Treasurer | — | ||
| JOHN BURCHER | Board Member | — | ||
| ANTHONY J CANCHOLA | Board Member | — | ||
| SAMUEL IRELAND | Board Member | — | ||
| E COURTNEY JOHNSON | Board Member | — | ||
| PABLO KYRIAKIS | Board Member | — | ||
| LAUREN PEW | Board Member | — | ||
| EVIE STEFENSON-MARQUART | Board Member | — | ||
| DAVID TAYLOR | Board Member | — | ||
| MICHAEL BRADFORD | Board Member | — | ||
| DAPHNE SRINIVASAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA COPELIN | Executive Director | 7.0% of Rev | ||
| KATE GREEN | Executive Director | 3.5% of Rev | ||
| KIRA DIXON-WEINSTEIN | Board President | — | ||
| DANNY VINIK | Board President | — | ||
| LUIS SOTO CARRILLO | Secretary | — | ||
| JAMES THARP | Treasurer | — | ||
| JOHN BURCHER | Board Member | — | ||
| KAREN CHRISTENSEN | Board Member | — | ||
| SAMUEL IRELAND | Board Member | — | ||
| E COURTNEY JOHNSON | Board Member | — | ||
| TABER MACCALLUM | Board Member | — | ||
| DAN S MARTIN | Board Member | — | ||
| JUSTIN MARTINEZ | Board Member | — | ||
| JOANNE STUHR | Board Member | — | ||
| WILLIAM RUSSO | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 9 other orgs in AZ with NTEE prefix A5.
Most-divergent component: financial score sits 38 points below the peer median (0 vs. 38).
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 34 → 31 over 5 years (declining by 3 points).
What's driving this score
- Comp-to-revenue ratio of 19.4% 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.