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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 1.4% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 1.7% | 35 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 0.6% | 41 | Fragile | Recovery | |
| 2020 | — | — | 2.7% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 1.3% | 39 | Financially Distressed | Recovery | |
| 2018 | — | — | 1.3% | 37 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 1.2% | 41 | Fragile | Recovery | |
| 2016 | — | — | 1.5% | 37 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 1.6% | 43 | Fragile | Decline Risk | |
| 2014 | — | — | 1.4% | 49 | Fragile | Recovery | |
| 2013 | — | — | 1.7% | 39 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 1.6% | 45 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 1.9% | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT ANDERSON | Artistic Director | 0.7% of Rev | ||
| KEVIN M SMITH | C.E.O. | 0.6% of Rev | ||
| JOSEPH SMITH | Vice President | 0.5% of Rev | ||
| GARY CAHOON | Treasurer | 0.5% of Rev | ||
| JONATHAN HAFEN | CHAIRMAN | — | ||
| ZACHARY RENSTROM | Board Member | — | ||
| SUE COX | Board Member | — | ||
| ROBERT SIMMONS | Board Member | — | ||
| ANDREW MARTIN COX | Board Member | — | ||
| DAVE PUGSLEY | Board Member | — | ||
| MARGARET ARCHIBALD | Board Member | — | ||
| LISA HOLM | Board President | — | ||
| STACIE SHURTLIFF | VICE CHAIRMAN | — | ||
| GIL ALMQUIST | Board Member | — | ||
| JEFF MILLER | Board Member | — | ||
| DARRIN WINN | Board Member | — | ||
| STEPHANIE FINK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT ANDERSON | Artistic Director | 0.8% of Rev | ||
| KEVIN M SMITH | C.E.O. | 0.7% of Rev | ||
| JONATHAN HAFEN | CHAIRMAN | — | ||
| ZACHARY RENSTROM | Board Member | — | ||
| SUE COX | Board Member | — | ||
| ROBERT SIMMONS | Board Member | — | ||
| ANDREW MARTIN COX | Board Member | — | ||
| DAVE PUGSLEY | Board Member | — | ||
| MARGARET ARCHIBALD | Board Member | — | ||
| LEW CRAMER | Board Member | — | ||
| LISA HOLM | Board President | — | ||
| STACIE SHURTLIFF | VICE CHAIRMAN | — | ||
| GIL ALMQUIST | Board Member | — | ||
| MARCIA WADE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT ANDERSON | Artistic Director | 0.7% of Rev | ||
| KEVIN M SMITH | C.E.O. | 0.7% of Rev | ||
| JONATHAN HAFEN | CHAIRMAN | — | ||
| ZACHARY RENSTROM | Board Member | — | ||
| SUE COX | Board Member | — | ||
| ROBERT SIMMONS | Board Member | — | ||
| ANDREW MARTIN COX | Board Member | — | ||
| RICKI CHAMBERS | Board Member | — | ||
| DAVE PUGSLEY | Board Member | — | ||
| VICKY WILSON | Board Member | — | ||
| MARGARET ARCHIBALD | Board Member | — | ||
| LEW CRAMER | Board Member | — | ||
| LISA HOLM | Board President | — | ||
| DEAN COX | Board Member | — | ||
| STACIE SHURTLIFF | VICE CHAIRMAN | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 81 other orgs in UT with NTEE prefix A6.
Most-divergent component: financial score sits 33 points below the peer median (0 vs. 33).
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 1.4% 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.