Central Arts Alliance

What it reported doing in 2024

Central Arts Alliance (CAA) provided accessible, high-quality arts education and cultural programming at two campuses (Phoenix Center for the Arts in downtown Phoenix and Thunderbird Arts Center in north Phoenix). Across both sites, CAA offered 230+ classes annually in ceramics, painting, glass arts, drawing, photography, jewelry and metals, piano, guitar, dance, and youth arts. More than 3,500 students participated in these programs each year, representing diverse communities across Metro Phoenix. Participation grew, supported by targeted outreach such as CAAs BIPOC Arts Program, which expanded access for historically underrepresented artists and learners. CAA also operated a downtown community theater that hosted 150+ events annually, including dance, theater, music, film, and lecture programming. By providing low-cost, high-quality production space and partnering with 50+ nonprofit organizations, CAA reduced financial barriers to arts engagement and strengthened cultural equity in Phoenix. Mission-aligned events regularly received donated theater space and production support, increasing accessibility for community groups and emerging artists. Facilities & Capital Improvements (FY25): During FY25, CAA completed a major revitalization of the Third St Theater, funded through $1.194 million from the City of Phoenix General Obligation (GO) Bond Program. Improvements included a new LED house lighting plot, an updated professional sound system, a modern projection system, new stage curtains and drapery, new audience seating, a professional broadcast camera system, and a fully modernized technical booth. The Greenroom was fully renovated, and a new ADA lift was installed to ensure accessible stage entry for performers and guests. A new digital outdoor marquee was added on the high? visibility downtown corridor to increase exposure for community arts programming. More than 15 vendors and contractors contributed to this project. CAA also launched the Black Box at Third St Theater, transforming a previously unused storage space into an intimate, flexible venue with seating for approximately 75 guests, equipped with a full lighting plot and QSC sound system. The Black Box expanded opportunities for small theater companies, workshops, podcasts, comedy, and emerging performing artists. Expansion of Resident Organizations (FY25): Phoenix Center for the Arts expanded its resident nonprofit community with the following additions: Reflection Church, which held weekly Sunday services in the Theater and Black Box. School of Hip Hop (SOHH), which offered youth programs in music, dance, DJ skills, and creative arts. New Empire Entertainment, a Black? owned media production and photography collective. Grey Box Collective, which produced interdisciplinary, experimental work exploring social issues affecting college? age communities. These organizations strengthened the campus as a diverse, collaborative hub for creative expression and community engagement. Volunteer & Patron Services Impact: CAA engaged 35 volunteers during FY25. Volunteers supported special events, assisted Facilities with setup and logistics, and helped secure studios and classrooms for instructors and students. Patron Services increased on? site visibility, strengthened customer service support, and improved guest experience across both campuses.

Financial Efficiency

• Mission deployment rate: 94.1%; rating input score 94
• Program expense ratio: 85.1%; rating input score 85
• Fundraising efficiency: $9.09 raised per $1 spent on fundraising; rating input score 35; 35th percentile among comparable filings

Transparency & Controls

• Consistency checks: 85.7%; rating input score 86; 2nd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Limited
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 6 of 8 controls in place; rating input score 75
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: -10.5%; rating input score 16; 16th percentile among comparable filings
• Total-asset coverage ratio: 0.17; rating input score 8; 8th percentile among comparable filings
• Liabilities to assets ratio: 1.12; rating input score 5; 5th percentile among comparable filings
• Officer compensation ratio: 1.3%; rating input score 59; 59th percentile among comparable filings

Growth

• Program expense growth: 3.2% per year; rating input score 100; 33rd percentile among comparable filings
• Revenue growth: 3.6% per year; rating input score 100; 35th percentile among comparable filings
• Asset growth: 0.5% per year; rating input score 100; 19th percentile among comparable filings