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
41
Score
Governance
58
Score
Financial
15
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 | Hidden | Hidden | 3.7% | 41 | Fragile | Stable Watch | |
| 2022 | — | — | 2.5% | 41 | Fragile | Recovery | |
| 2021 | — | — | 10.1% | 37 | Fragile | Recovery | |
| 2020 | — | — | 5.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2016 | — | — | 8.5% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 8.8% | 40 | Financially Distressed | Recovery | |
| 2014 | — | — | 4.7% | 35 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET MULLIN | Artistic Director | 4.5% of Rev | ||
| JIM ALLEN | Board Member | — | ||
| THOMAS ELLIOT | Board Member | — | ||
| ROBERT FORTUNO | Board Member | — | ||
| THALIA ROOT | Board Member | — | ||
| VIVIAN SCHWAB | Board Member | — | ||
| KAREN SIVERT | Board Member | — | ||
| CAROL STURMAN | Board Member | — | ||
| VICTORIA VALTON | Board Member | — | ||
| ANNE ELSBERRY | Board President | — | ||
| GUSTAVO CORTE | Board President | — | ||
| SHERI FREY | Treasurer | — | ||
| ELIZABETH MIKESELL | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET MULLIN | Artistic Director | 3.7% of Rev | ||
| FLORENCE ADAMSON | Board Member | — | ||
| FRANCES ALLEN | Board Member | — | ||
| JIM ALLEN | Board Member | — | ||
| JIM HORVATH | Board Member | — | ||
| VIVIAN SCHWAB | Board Member | — | ||
| KAREN SIVERT | Board Member | — | ||
| ABBOTT TAYLOR | Board Member | — | ||
| ANNE ELSBERRY | Board President | — | ||
| JAMES P ALLEN | Board President | — | ||
| GUSTAVO CORTE | Board President | — | ||
| ELIZABETH MIKESELL | Board President | — | ||
| SHERI FREY | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY BETH CABANA | Artistic Director | 2.7% of Rev | ||
| FLORENCE ADAMSON | Board Member | — | ||
| FRANCES ALLEN | Board Member | — | ||
| JAMES H ALLEN | Board Member | — | ||
| SUSAN CAUSBIE-COWGILL | Board Member | — | ||
| SHERI FREY | Board Member | — | ||
| JIM HORVATH | Board Member | — | ||
| ABBOTT TAYLOR | Board Member | — | ||
| JAMES P ALLEN | Board President | — | ||
| KATHY ASKREN | Board President | — | ||
| ELIZABETH MIKESELL | Board President | — | ||
| NANCY CAUSBIE | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY BETH CABANA | Artistic Director | 2.5% of Rev | ||
| FLORENCE ADAMSON | Board Member | — | ||
| FRANCES ALLEN | Board Member | — | ||
| JAMES H ALLEN | Board Member | — | ||
| DANIELLE CARROLL | Board Member | — | ||
| SUSAN CAUSBIE-COWGILL | Board Member | — | ||
| SHERI FREY | Board Member | — | ||
| JIM HORVATH | Board Member | — | ||
| ABBOTT TAYLOR | Board Member | — | ||
| VIVIAN VANPEENAN | Board Member | — | ||
| JAMES P ALLEN | Board President | — | ||
| KATHY ASKREN | Board President | — | ||
| ELIZABETH MIKESELL | Board President | — | ||
| NANCY CAUSBIE | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIELLE CARROLL | Board Member | — | ||
| ELIZABETH MIKESELL | VICE PRESIDE | — | ||
| FLORENCE ADAMSON | Board Member | — | ||
| JIM ALLEN | Board President | — | ||
| KATHY ASKREN | VICE PRESIDE | — | ||
| SCOTT BRITTENHAM | Board Member | — | ||
| NANCY CAUSBIE | Treasurer | — | ||
| SUSAN CAUSBIE-COWGILL | Board Member | — | ||
| GEORGEANNE FIMBRES | Board Member | — | ||
| SHERI FREY | Board Member | — | ||
| JIM HORVATH | Board Member | — | ||
| VALERIE SCHUYLER | Board Member | — | ||
| ABBOTT TAYLOR | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
41 / 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 3.7% 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.