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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 39 | Fragile | Stable Watch | |
| 2021 | — | — | — | 35 | Fragile | Recovery | |
| 2020 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 39 | Fragile | Decline Risk | |
| 2017 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 41 | Fragile | Stable Watch | |
| 2013 | — | — | — | 41 | Fragile | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Simon Ridley | Executive Director | Hidden | ||
| Andrea Head | Artistic Director | Hidden | ||
| Rebecca Monteleone | Board President | — | ||
| Alyssa Gonzales | Board President | — | ||
| Margarita Auilar | Secretary | — | ||
| Joseph Fioravanti | Treasurer | — | ||
| William Kelly | Board Member | — | ||
| Lean Mapstead | Board Member | — | ||
| Christophe Forrest | Board Member | — | ||
| Kelly Janssen | Board Member | — | ||
| SAM | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALICIA L BARKER | Board President | — | ||
| TAYLOR C BUTTERY | Board Member | — | ||
| JACOB COLARIC | Treasurer | — | ||
| ALYSSA GONZALES | Secretary | — | ||
| KATHY HOTCHNER | Board President | — | ||
| WILLIAM KELLY JR | Board Member | — | ||
| LEAH MAPSTEAD | ARTIST REP | — | ||
| REBECCA MONTELEONE | VICE-PRESIDE | — | ||
| SAM SINGLE NAME ONLY | FOUNDER/ARTI | — | ||
| DAWN MICHELE SCHOENBERGER | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALICIA L BARKER | VICE PRESIDE | — | ||
| TAYLOR C BUTTERY | Board Member | — | ||
| TY CHICO | Board Member | — | ||
| JACK A COLARIC | Treasurer | — | ||
| JACOB COLARIC | Treasurer | — | ||
| FRANCIS GAUTHREAUX | Board Member | — | ||
| ALYSSA GONZALES | Secretary | — | ||
| KATHY HOTCHNER | Board President | — | ||
| KELLEY JANSSEN | ARTIST REP | — | ||
| WILLIAM KELLY JR | Board Member | — | ||
| LEAH MAPSTEAD | ARTIST REP | — | ||
| REBECCA NOBTELEONE | Board Member | — | ||
| SAM SINGLE NAME ONLY | FOUNDER/ARTI | — | ||
| DAWN MICHELE SCHOENBERGER | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALICIA L BARKER | Board Member | — | ||
| TAYLOR C BUTTERY | Board Member | — | ||
| JACK A COLARIC | Treasurer | — | ||
| JACOB COLARIC | Treasurer | — | ||
| DINA ESPERANCE | Board Member | — | ||
| FRANCIS GAUTHREAUX | Board Member | — | ||
| ALYSSA GONZALES | Board Member | — | ||
| KATHY HOTCHNER | Board President | — | ||
| KELLEY JANSON | Board Member | — | ||
| WILLIAM KELLY JR | Board Member | — | ||
| ANNA LACEY | Board Member | — | ||
| LEAH MAPSTEAD | Board Member | — | ||
| SAM SINGLE NAME ONLY | FOUNDER/ARTI | — | ||
| DAWN MICHELE SCHOENBERGER | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in AZ for this NTEE subcategory; peer comparison would not be statistically meaningful.
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.