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 | — | — | 8.0% | 36 | Financially Distressed | Recovery | |
| 2023 | — | — | 10.0% | 38 | Fragile | Recovery | |
| 2022 | — | — | 24.7% | 31 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 22.7% | 29 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 23.5% | 29 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 18.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 20.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 8.3% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 19.5% | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 10.8% | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 10.8% | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 10.9% | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 13.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 13.0% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cynthia Meier | Board Member | 8.0% of Rev | ||
| Paul Winick | Board Member | — | ||
| Peter Hovell | Board Member | — | ||
| Eloise Gore | Board Member | — | ||
| Allen Hile | Board Member | — | ||
| Meg Hovell | Board Member | — | ||
| Katherine Jacobson | Treasurer | — | ||
| Bill Krauss | Board Member | — | ||
| Marianne Leedy | Chairman | — | ||
| Kristina Lewis | Chairman | — | ||
| Ronda Lustman | Board Member | — | ||
| Carol Mangold | Board Member | — | ||
| Kate McMillan | Board Member | — | ||
| Clay Shirk | Board Member | — | ||
| Susan Tiss | Board Member | — | ||
| Andy Watson | Board Member | — | ||
| Jim Wilson | Board Member | — | ||
| Sally Krusing | Board Member | — | ||
| Julie Cohn | Board Member | — | ||
| Vicki Ettleman | Board Member | — | ||
| Sally Krusing | Board Member | — | ||
| Ann Lettes | Board Member | — | ||
| Gian Morelli | Board Member | — | ||
| Bill Sandel | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSEPH MCGRATH | Artistic Director | 7.1% of Rev | ||
| CHRISTOPHER JOHNSON | Board Member | 5.1% of Rev | ||
| CYNTHIA M MEIER | Board Member | 4.9% of Rev | ||
| THOMAS WENTZEL | BUSINESS MANAGER | 2.2% of Rev | ||
| SUSAN COLLINET | HOUSE MGR | 0.2% of Rev | ||
| STU SALASCHE | Board Member | — | ||
| CLAYTON SHIRK | Board Member | — | ||
| KRISTINA LEWIS | Board Member | — | ||
| CAROL MANGOLD | Board Member | — | ||
| SUSAN TISS | Board Member | — | ||
| ANDY WATSON | Board Member | — | ||
| JIM WILSON | Board Member | — | ||
| WARD WALLINGFORD | Board Member | — | ||
| JOAN WARFIELD | Board Member | — | ||
| MARIANNE LEEDY | Board Member | — | ||
| KAREN DELAY | Board Member | — | ||
| NORMA DAVENPORT | Board Member | — | ||
| ELS DUVIGNEAU | Board Member | — | ||
| MEG HOVELL | Board Member | — | ||
| TODD HANSEN | Board Member | — | ||
| PAUL WINICK | Board President | — | ||
| BILL SANDEL | Secretary | — | ||
| PETER HOVELL | Treasurer | — | ||
| RONDA LUSTMAN | Board President | — |
Score breakdown
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 8.0% 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.