Spotlight Youth Theatre Verification Pending

EIN 861115452 · State AZ · NTEE A65 · Latest filing 2023

Structural Deficit
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
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↓
Overall
27
Score
Governance
45
Score
Financial
5
Score
Program
45
Score
Poster
Remedy Image
- Institutions
- Avg Revenue
- Risk Profile

Representative Institutions

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Institutional Epochs

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
2023 Hidden Hidden 22.6% 27 Critical Intervention Needed Recovery
2022 — — 25.9% 28 Critical Intervention Needed Recovery
2021 — — 31.3% 26 Critical Intervention Needed Gov Risk
2020 — — 28.3% 26 Critical Intervention Needed Recovery
2019 — — 27.9% 24 Critical Intervention Needed Gov Risk
2018 — — 19.7% 31 Critical Intervention Needed Recovery
2017 — — 19.0% 27 Critical Intervention Needed Decline Risk
2016 — — 16.7% 31 Critical Intervention Needed Stable Watch
2015 — — 16.6% 33 Critical Intervention Needed Stable Watch
2014 — — 15.5% 33 Critical Intervention Needed Decline Risk
2013 — — — 45 Financially Distressed Decline Risk
2012 — — — 47 Financially Distressed Stable Watch

Officer compensation history

Tax year 2023

Name Title Phone Email Compensation
XML Data Pending Top Officer (Est.) 12.0% of Rev

Tax year 2022

Name Title Phone Email Compensation
KENNY GROSSMAN Artistic Director 11.6% of Rev
XML Data Pending Top Officer (Est.) 11.2% of Rev
DEBRA CZAJKOWSKI Board Member 2.8% of Rev
ROBERT WALLER Board Member 2.1% of Rev
BOBBY SAMPLE Board Member 1.1% of Rev
VICKI GROSSMAN Board Member —
SABRINA HURLEY Board Member —
KELLY SWOPE Board Member —
CLANCY DEGROODT Board President —
STEVE ZELL Board President —
KAREN DOLYNIUK Secretary —
JUDY WOLFE Treasurer —

Tax year 2021

Name Title Phone Email Compensation
KENNY GROSSMAN Artistic Director 13.7% of Rev
XML Data Pending Top Officer (Est.) 6.6% of Rev
DEBRA CZAJKOWSKI Board Member 3.0% of Rev
BOBBY SAMPLE Board Member 2.3% of Rev
ROBERT WALLER Board Member 2.1% of Rev
VICKI GROSSMAN Board Member 0.5% of Rev
SUZANNE TREVINO Board Member —
SABRINA HURLEY Board Member —
CLANCY DEGROODT Board President —
STEVE ZELL Board President —
KAREN DOLYNIUK Secretary —
JUDY WOLFE Treasurer —

Tax year 2020

Name Title Phone Email Compensation
XML Data Pending Top Officer (Est.) 8.4% of Rev

Tax year 2019

Name Title Phone Email Compensation
XML Data Pending Top Officer (Est.) 9.3% of Rev

Tax year 2018

Name Title Phone Email Compensation
XML Data Pending Top Officer (Est.) 10.7% of Rev

Tax year 2017

Name Title Phone Email Compensation
XML Data Pending Top Officer (Est.) 10.0% of Rev

Tax year 2016

Name Title Phone Email Compensation
XML Data Pending Top Officer (Est.) 9.2% of Rev

Tax year 2015

Name Title Phone Email Compensation
XML Data Pending Top Officer (Est.) 8.1% of Rev

Tax year 2014

Name Title Phone Email Compensation
XML Data Pending Top Officer (Est.) 7.0% of Rev

Tax year 2013

Name Title Phone Email Compensation
XML Data Pending Top Officer (Est.) 6.1% of Rev

Tax year 2012

Name Title Phone Email Compensation
XML Data Pending Top Officer (Est.) 5.9% of Rev
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown

Score breakdown

Financial resilience
5 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
27 / 100
Priority Review

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.

Overall score has gone from 24 → 27 over 5 years (improving by 3 points).

What's driving this score

What would change this score

The two changes that would most improve this score:

  1. Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
  2. 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.

Mission Rationale

Explain the programmatic or strategic context behind this flag.