Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
Structural Deficit
"Encourages local dancer participation and training in an organized ballet company, while exposing the community to professional artists and performances."
— Statement of Program Service Accomplishments
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
33
Score
Governance
45
Score
Financial
15
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
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 | 22.9% | 33 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 30.9% | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 39.7% | 28 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 54.9% | 25 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 31.9% | 32 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 28.6% | 32 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 27.0% | 32 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 22.8% | 39 | Governance-Stressed | Recovery | |
| 2016 | — | — | 28.2% | 24 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 21.3% | 35 | Fragile | Recovery | |
| 2014 | — | — | 21.3% | 31 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 15.8% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 19.8% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLI KLEIN | ASST ART DIR | 10.4% of Rev | ||
| BRENDA TALLY | EXEC ARTISTI | 10.0% of Rev | ||
| AMBER PACKARD | WARDROBE MIS | 2.6% of Rev | ||
| MATTHEW ALEXANDER | Board President | — | ||
| KAELI BROWN | Board Member | — | ||
| TAYLOR BROWN | Board Member | — | ||
| MELANIE BUCHHORN | Board Member | — | ||
| SHELLEY CAMPBELL | VBS PRESIDEN | — | ||
| KRISTIE DICKEN | Board Member | — | ||
| ALYSSA DYSON | Board Member | — | ||
| TANYA GOODMAN | Board Member | — | ||
| LYNN GUERRA | Secretary | — | ||
| BRYAN JANSSEN | Board Member | — | ||
| NINA DI LEO | Board Member | — | ||
| KANDACE MONNEY | Board Member | — | ||
| CASSIDY OLSON | Board Member | — | ||
| VALERIE PACHTA | Board Member | — | ||
| ELSA PINA | Board Member | — | ||
| RANDY PRICE | Treasurer | — | ||
| KEISHA SMITH | Board Member | — | ||
| VERONICA VALLEJO-CANO | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLI KLEIN | ASST ART DIR | 9.4% of Rev | ||
| BRENDA TALLY | EXECUTIVE DI | 9.1% of Rev | ||
| AMBER PACKARD | WARDROBE MIS | 2.4% of Rev | ||
| MATTHEW ALEXANDER | Board Member | — | ||
| JILLIAN CUDIN | Board Member | — | ||
| KRISTIE DICKEN | Board Member | — | ||
| TERESA REYES EASLEY | Board Member | — | ||
| BROOKE FASSNIDGE | Board Member | — | ||
| ANGELA GOMEZ | Board Member | — | ||
| LYNN GUERRA | Secretary | — | ||
| TITA LLOMPART | Board Member | — | ||
| MARGARET LUKER | Board Member | — | ||
| MEAGHAN MACKENZIE-ROLFE | Board President | — | ||
| CASSIDY OLSON | Board Member | — | ||
| VALERIE PACHTA | Board Member | — | ||
| ALLYSON PALL | VBS PRESIDEN | — | ||
| RANDY PRICE | Treasurer | — | ||
| VERONICA VALLEJO-CANO | Board Member | — | ||
| TONY VASQUEZ | Board President | — | ||
| MELANIE WILLIAMS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLI KLEIN | ASST ART DIR | 7.5% of Rev | ||
| BRENDA TALLY | Artistic Director | 7.2% of Rev | ||
| DEBBE BUSBY | FOUNDING DIR | 4.5% of Rev | ||
| AMBER PACKARD | WARDROBE MIS | 1.5% of Rev | ||
| JIM BUSBY | TECHNICAL DI | 0.9% of Rev | ||
| CHRISTY CHRISTENSEN | Board Member | — | ||
| DONNA COLE | Board Member | — | ||
| JILLIAN CUDIN | Board Member | — | ||
| KRISTIE DICKEN | Board Member | — | ||
| BROOKE FASSNIDGE | Board Member | — | ||
| LAURA GONZALEZ | Treasurer | — | ||
| EMBER HULL | Board Member | — | ||
| MARGARET LUKER | Board Member | — | ||
| MEAGHAN MACKENZIE-ROLFE | Secretary | — | ||
| JENNIFER MCDANIEL | Board Member | — | ||
| SARA MORRIS | Board Member | — | ||
| CASSIDY OLSON | Board Member | — | ||
| LASCENA LEE SIMMONS | Board Member | — | ||
| VALERIE PACHTA | Board President | — | ||
| VERONICA VALLEJO-CANO | Board Member | — | ||
| TONY VASQUEZ | Board Member | — | ||
| LEILANI VALDES | Board Member | — | ||
| MELANIE WILLIAMS | Board President | — | ||
| CHARLENE WOOD | Board Member | — | ||
| SHARLA POHL | VBS PRESIDEN | — |
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
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
33 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX 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 22.9% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.