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 | — | — | 5.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 5.5% | 44 | Fragile | Stable Watch | |
| 2021 | — | — | 6.5% | 44 | Fragile | Recovery | |
| 2020 | — | — | 7.7% | 40 | Financially Distressed | Recovery | |
| 2019 | — | — | 8.4% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 9.6% | 30 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 9.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 7.4% | 40 | Financially Distressed | Recovery | |
| 2015 | — | — | 9.8% | 30 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 12.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 6.8% | 32 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 8.9% | 30 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 11.8% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERESA REGINA NIXON | Executive Director | 5.1% of Rev | ||
| MITCH TURBENSON | Board Member | — | ||
| JONATHAN B FITZGERALD | Board Member | — | ||
| RYAN KOHLMAN | Board Member | — | ||
| KEN REINSTENI | Board Member | — | ||
| KAREN BRYSON | Board Member | — | ||
| CHARI DELA CRUZ | Board Member | — | ||
| KARINA FELIX | Board Member | — | ||
| RUSTY FOLEY | Board Member | — | ||
| NEAL BOOKSPAN | Board President | — | ||
| LORI MCCALLIAN | Board President | — | ||
| DAVID CLOWER | Treasurer | — | ||
| ZAIRA GRIJALVA | Board Member | — | ||
| JAMES DORE HENDERSON | Board Member | — | ||
| A'LIRA UNDERWOOD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERESA REGINA NIXON | Executive Director | 4.6% of Rev | ||
| JASON D FARRELL | Board Member | — | ||
| JONATHAN B FITZGERALD | Board Member | — | ||
| KEN REINSTEIN | Board Member | — | ||
| MITCH TURBENSON | Board Member | — | ||
| LEE HOLTRY | Board Member | — | ||
| RYAN KOHLMAN | Board Member | — | ||
| DEBRA DAVENPORT | Board Member | — | ||
| CLARISSA BURT | Board Member | — | ||
| NEAL BOOKSPAN | Board President | — | ||
| LORI MCCALLIAN | Board President | — | ||
| KEN SCHLEMMEL | Treasurer | — | ||
| JESUS LOVE | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERESA REGINA NIXON | Executive Director | 4.4% of Rev | ||
| TROY LYSCIO | Board Member | — | ||
| EILEEN SULLIVAN | Board Member | — | ||
| JASON D FARRELL | Board Member | — | ||
| JONATHAN B FITZGERALD | Board Member | — | ||
| KEN REINSTEIN | Board Member | — | ||
| MITCH TURBENSON | Board Member | — | ||
| MARK SCHWARTZ | Board Member | — | ||
| JESUS LOVE | Board President | — | ||
| NEAL BOOKSPAN | Board President | — | ||
| KEN SCHLEMMEL | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 147 other orgs in AZ with NTEE prefix A6.
Most-divergent component: financial score sits 41 points below the peer median (0 vs. 41).
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 38 → 34 over 5 years (declining by 4 points).
What's driving this score
- Comp-to-revenue ratio of 5.5% 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:
- 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.