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
34
Score
Governance
55
Score
Financial
0
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 9.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 4.9% | 41 | Fragile | Recovery | |
| 2021 | — | — | 7.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 5.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 3.1% | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 6.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 3.1% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 4.1% | 35 | Financially Distressed | Recovery | |
| 2015 | — | — | 4.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 4.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 4.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 3.4% | 35 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 2.0% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Geraldine Wright | Executive Director | 3.3% of Rev | ||
| Matthew August | Artistic Director | 3.1% of Rev | ||
| Paula Taylor | Chief Development & Market | 2.0% of Rev | ||
| Mark Kochman | Chief Financial Officer | 1.4% of Rev | ||
| Pat Engels | Board President | — | ||
| Kay Oliver | Secretary | — | ||
| Adam Michael | Treasurer | — | ||
| Char Augenstein | Board Member | — | ||
| Nora Hannah | Board Member | — | ||
| Phil Cowen | Board Member | — | ||
| Gary Jackson | Board Member | — | ||
| Brian Jorgensen | Board Member | — | ||
| Deanna Evenchik-Brav | Board Member | — | ||
| Stephen Heitz | Board Member | — | ||
| Joanie Flatt | Board Member | — | ||
| Michael O'Connor | Board Member | — | ||
| Beverly Arrington | Board Member | — | ||
| Joan Sherwood | Board Member | — | ||
| Erica Stutman | Board Member | — | ||
| Brian Boylan | Board Member | — | ||
| Don Riegger | Board Member | — | ||
| Karen Wohlgemuth | Board Member | — | ||
| Michael Bradford | Board Member | — | ||
| Hugh Hallman | Board Member | — | ||
| Debra Larson | Board Member | — | ||
| Analise Ortiz | Board Member | — | ||
| Mary Beth Radke | Board Member | — | ||
| Patrick Jones | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GERALDINE WRIGHT | Executive Director | 2.8% of Rev | ||
| SEAN DANIELS | Artistic Director | 2.7% of Rev | ||
| MARK KOCHMAN | CHIEF FINANCIAL OFFICER | 0.6% of Rev | ||
| PHIL COWEN | Board Member | — | ||
| DEANNA EVENCHIK-BRAV | Board Member | — | ||
| JOANIE FLATT | Board Member | — | ||
| DR MARY JO GHORY | Board Member | — | ||
| JEFF GULDNER | Board Member | — | ||
| STEPHEN HEITZ | Board Member | — | ||
| GARY JACKSON | Board Member | — | ||
| BRIAN JORGENSEN | Board Member | — | ||
| ADAM JAMES MICHAEL | Board Member | — | ||
| MICHAEL O'CONNOR | Board Member | — | ||
| KAREN PETERS | Board Member | — | ||
| JOAN SHERWOOD | Board Member | — | ||
| ERICA STUTMAN | Board Member | — | ||
| CHAR AUGENSTEIN | Board President | — | ||
| PAT ENGELS | Board President | — | ||
| NORA HANNAH | Treasurer | — | ||
| KAY OLIVER | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEAN DANIELS | Artistic Director | 2.3% of Rev | ||
| GERALDINE WRIGHT | Board Member | 2.2% of Rev | ||
| BILLY RUSSO | Board Member | 1.7% of Rev | ||
| KELLY BARR | Board Member | — | ||
| DEANNA EVENCHIK-BRAV | Board Member | — | ||
| DR MARY JO GHORY | Board Member | — | ||
| JEFF GULDNER | Board Member | — | ||
| STEPHEN HEITZ | Board Member | — | ||
| GARY JACKSON | Board Member | — | ||
| ADAM JAMES MICHAEL | Board Member | — | ||
| KAY OLIVER | Board Member | — | ||
| KAREN PETERS | Board Member | — | ||
| ERICA STUTMAN | Board Member | — | ||
| CHAR AUGENSTEIN | Board President | — | ||
| PAT ENGELS | Board President | — | ||
| JOANIE FLATT | Secretary | — | ||
| NORA HANNAH | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BILLY RUSSO | Board Member | 2.6% of Rev | ||
| SEAN DANIELS | Artistic Director | 1.7% of Rev | ||
| KELLY BARR | Board Member | — | ||
| DEANNA EVENCHIK-BRAV | Board Member | — | ||
| MICHAEL FLATT | Board Member | — | ||
| KEVIN GEBERT | Board Member | — | ||
| MARY HAMWAY | Board Member | — | ||
| LIZ HERNANDEZ | Board Member | — | ||
| SANDY MAXFIELD | Board Member | — | ||
| ADAM JAMES MICHAEL | Board Member | — | ||
| KAREN PETERS | Board Member | — | ||
| SUSAN SEGAL | Board President | — | ||
| CHAR AUGENSTEIN | Board President | — | ||
| JOANIE FLATT | Board President | — | ||
| WILLIAM PEW | Board President | — | ||
| NORA HANNAH | Treasurer | — | ||
| GERALDINE WRIGHT | 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
0 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 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: financial score sits 31 points below the peer median (0 vs. 31).
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 9.8% 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.