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
42
Score
Governance
55
Score
Financial
20
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 | — | — | 5.5% | 42 | Financially Distressed | Stable Watch | |
| 2022 | — | — | 6.4% | 42 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 38 | Fragile | Recovery | |
| 2020 | — | — | 11.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 10.4% | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFF FISHER | DEVELOPMENT | 1.4% of Rev | ||
| CODY SWENSON | Executive Director | 1.2% of Rev | ||
| ANNE SWENSON | Artistic Director | 1.1% of Rev | ||
| TROY ANDERSON | IT AND OPERATIONS | 1.0% of Rev | ||
| CODY HALE | Board Member | 0.9% of Rev | ||
| LINDA HALE | Board Member | 0.9% of Rev | ||
| MARK OSTLER | Treasurer | 0.9% of Rev | ||
| JASON BALDWIN | TECHNICAL MANAGER | 0.9% of Rev | ||
| BILL WOAHN | Board President | 0.4% of Rev | ||
| ANNE BROWN | Board Member | — | ||
| CARL HERNANDEZ | Board Member | — | ||
| WILLIAM JEFFS | Board Member | — | ||
| JANI RADEBAUGH | Board Member | — | ||
| LINCOLN WESTCOTT | Board Member | — | ||
| JEFF WILKS | Board Member | — | ||
| DAVID DOXEY | Board Member | — | ||
| DERRIN HILL | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFF FISHER | DEVELOPMENT | 1.1% of Rev | ||
| CODY SWENSON | EXECUTIVE DI | 1.0% of Rev | ||
| ANNE SWENSON | Artistic Director | 0.8% of Rev | ||
| LINDA HALE | EDUCATION DI | 0.8% of Rev | ||
| CODY HALE | TECHNICAL DI | 0.8% of Rev | ||
| ANNE BROWN | Board Member | — | ||
| CARL HERNANDEZ | Board Member | — | ||
| WILLIAM JEFFS | Board Member | — | ||
| MISSY LARSEN | Board Member | — | ||
| KAREN MCCANDLESS | Board Member | — | ||
| JANI RADEBAUGH | Board Member | — | ||
| LINCOLN WESTCOTT | Board Member | — | ||
| JEFF WILKS | BOARD CHAIRM | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CODY SWENSON | EXECUTIVE DI | 1.0% of Rev | ||
| CODY SWENSON | EXECUTIVE DI | 0.9% of Rev | ||
| CODY SWENSON | EXECUTIVE DI | 0.9% of Rev | ||
| LINDA HALE | EDUCATION DI | 0.8% of Rev | ||
| CODY HALE | TECHNICAL DI | 0.8% of Rev | ||
| ANNE SWENSON | Artistic Director | 0.8% of Rev | ||
| LINDA HALE | EDUCATION DI | 0.7% of Rev | ||
| CODY HALE | TECHNICAL DI | 0.7% of Rev | ||
| ANNE SWENSON | Artistic Director | 0.7% of Rev | ||
| LINDA HALE | EDUCATION DI | 0.7% of Rev | ||
| CODY HALE | TECHNICAL DI | 0.7% of Rev | ||
| ANNE SWENSON | Artistic Director | 0.7% of Rev | ||
| CARL HERNANDEZ | BOARD CHAIRM | — | ||
| WILLIAM JEFFS | Board Member | — | ||
| KAREN MCCANDLESS | Board Member | — | ||
| MAREN MOURITSEN | Board Member | — | ||
| LINCOLN WESTCOTT | Board Member | — | ||
| JEFF WILKS | VICE CHAIRMA | — | ||
| CARL HERNANDEZ | BOARD CHAIRM | — | ||
| WILLIAM JEFFS | Board Member | — | ||
| KAREN MCCANDLESS | Board Member | — | ||
| MAREN MOURITSEN | Board Member | — | ||
| LINCOLN WESTCOTT | Board Member | — | ||
| JEFF WILKS | VICE CHAIRMA | — | ||
| CARL HERNANDEZ | BOARD CHAIRM | — | ||
| WILLIAM JEFFS | Board Member | — | ||
| KAREN MCCANDLESS | Board Member | — | ||
| MAREN MOURITSEN | Board Member | — | ||
| LINCOLN WESTCOTT | Board Member | — | ||
| JEFF WILKS | VICE CHAIRMA | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
20 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
42 / 100
Priority Review
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: program score sits 31 points above the peer median (60 vs. 29).
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 5.5% 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.