Structural Deficit
"Teaches and promotes ballet to children and youth, providing opportunities to learn, perform, and foster appreciation for the art of ballet."
— 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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 41 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 45 | Fragile | Recovery | |
| 2018 | — | — | — | 42 | Fragile | Stable Watch | |
| 2017 | — | — | — | 42 | Fragile | Stable Watch | |
| 2016 | — | — | — | 42 | Fragile | Stable Watch | |
| 2015 | — | — | — | 42 | Fragile | Recovery | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN GIRARD | Board Member | — | ||
| RICK SAGAR | Board President | — | ||
| ERIN WALSH-BEGUIN | Board President | — | ||
| TRACEY SCALZO | Treasurer | — | ||
| RAKELLE SPRINGMEYER | Secretary | — | ||
| KENT LAYTON | Board President | — | ||
| TRACI KING | Board Member | — | ||
| STACY SMITH | Board Member | — | ||
| MARC ROGERS | Board Member | — | ||
| AMY WOLFF | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RAKELLE SPRINGMEYER | Secretary | — | ||
| KENT LAYTON | Board President | — | ||
| TRACI KING | Board Member | — | ||
| STACY SMITH | Board Member | — | ||
| MARC ROGERS | Board Member | — | ||
| ROMA MORGAN | Board Member | — | ||
| AMY WOLF | Board Member | — | ||
| MEGAN GIRARD | Board Member | — | ||
| RICK SAGAR | Board President | — | ||
| ERIN WALSH-BEGUIN | Board President | — | ||
| TRACEY SCALZO | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN GIRARD | Board Member | — | ||
| RICHARD SAGAR | Board President | — | ||
| ERIN WALSH-BEGUIN | Board President | — | ||
| TRACEY SCALZO | Treasurer | — | ||
| RAKELLE SPRINGMEYER | Board Member | — | ||
| KENT LAYTON | Board President | — | ||
| TRACI KING | Board Member | — | ||
| STACY SMITH | Board Member | — | ||
| ROMA MORGAN | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICK SAGAR | Board President | — | ||
| ERIN WALSH-BEGUIN | Board President | — | ||
| TRACEY SCALZO | Treasurer | — | ||
| KENT LAYTON | Board President | — | ||
| TRACI KING | Board Member | — | ||
| STACY SMITH | Board Member | — | ||
| ROMA MORGAN | Secretary | — | ||
| STACY SMITH | Board Member | — | ||
| KENT LAYTON | Board Member | — | ||
| TRACI KING | Board Member | — | ||
| RICK SAGAR | Board President | — | ||
| ERIN WALSH-BEGUIN | Board President | — | ||
| TRACEY SCALZO | Treasurer | — | ||
| ROMA MORGAN | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 148 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.