Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 34.1% | 44 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 13.4% | 45 | Fragile | Recovery | |
| 2021 | — | — | 45.8% | 41 | Governance-Stressed | Recovery | |
| 2020 | — | — | 56.9% | 31 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 34.9% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 41.0% | 35 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 37.9% | 37 | Governance-Stressed | Gov Risk | |
| 2016 | — | — | 40.5% | 38 | Governance-Stressed | Gov Risk | |
| 2015 | — | — | 10.6% | 52 | Fragile | Recovery | |
| 2014 | — | — | 33.8% | 25 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 27.2% | 19 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 20.6% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 17.1% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brady Allred | Artistic Director | 21.9% of Rev | ||
| David Reeder | Managing Direct | 12.2% of Rev | ||
| Liz Jenkins | Board Member | — | ||
| Doyle Johnson | Board President | — | ||
| Ruth Adolphson | Secretary | — | ||
| Doug Jacobs | Board Member | — | ||
| Beth Bruce | Board Member | — | ||
| Heidi Clarke | Board Member | — | ||
| Gareth Mitchell | Board President | — | ||
| Jennifer May | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brady Allred | Artistic Director | 22.5% of Rev | ||
| David Reeder | Managing Direct | 12.1% of Rev | ||
| JoAnn Galloway | Board Chairman | — | ||
| Doyle Johnson | Board President | — | ||
| Ruth Adolphson | Secretary | — | ||
| Char Valentiner | Board Member | — | ||
| Beth Bruce | Board Member | — | ||
| Heidi Clarke | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brady Allred | Artistic Director | 21.0% of Rev | ||
| David Reeder | Board Member | 10.2% of Rev | ||
| Mark Carpenter | Board Member | — | ||
| Mike Deputy | Board Member | — | ||
| Laura Shafer | Board Member | — | ||
| Char Valentiner | Board Member | — | ||
| J P Tarburton | Board President | — | ||
| Becky Bentley | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brady Allred | Artistic Director | 21.0% of Rev | ||
| David Reeder | Board Member | 10.2% of Rev | ||
| Mark Carpenter | Secretary | — | ||
| Mike Deputy | Board Member | — | ||
| Laura Shaffer | Board Member | — | ||
| Char Valentiner | Board Member | — | ||
| J P Tarburton | Board President | — | ||
| Becky Bentley | Board Member | — |
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 18 points above the peer median (50 vs. 32).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 34.1% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 34.1% to under 22% of revenue — would move governance score by ~24 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.