Structural Deficit
"Brings world-class ballet to Utah and beyond, while educating the community on the value of dance and offering participation opportunities for all ages."
— 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.
Demonstrated Impact
- thousands of man-hours in donated time
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 | — | 35 | Financially Distressed | Stable Watch | |
| 2022 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2021 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRUCE MILLER | Board President | — | ||
| ANGELLA VERNON | Board President | — | ||
| ELLEN CHRISTENSON | Board President | — | ||
| VICKY HOPPER | Treasurer | — | ||
| JACQUELINE P COLLEDGE | FOUNDER | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRUCE MILLER | Board President | — | ||
| ANGELLA VERNON | Board President | — | ||
| ELLEN CHRISTENSON | Board President | — | ||
| VICKY HOPPER | Treasurer | — | ||
| JACQUELINE P COLLEDGE | FOUNDER | — | ||
| BRUCE MILLER | Board President | — | ||
| ANGELLA VERNON | Board President | — | ||
| ELLEN CHRISTENSON | Board President | — | ||
| VICKY HOPPER | Treasurer | — | ||
| JACQUELINE P COLLEDGE | FOUNDER | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRUCE MILLER | Board President | — | ||
| DAVE PETERSSON | Board Member | — | ||
| ELLEN CHRISTENSON | Board President | — | ||
| VICKY HOPPER | Treasurer | — | ||
| JACQUELINE P COLLEDGE | FOUNDER | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHAWN MOON | EXECUTIVE CH | — | ||
| VICKY HOPPER | Secretary | — | ||
| ASHLEY CHRISTENSON | Treasurer | — | ||
| JACQUELINE P COLLEDGE | Artistic Director | — | ||
| ELLEN CHRISTENSON | BOARD PRESID | — | ||
| MICHELLE MOON | Board Member | — | ||
| DANIELLE ADAMS | Board Member | — | ||
| BRUCE MILLER | Board Member | — | ||
| STEVEN CARTER | Board Member | — | ||
| NICOLE BROWN | Board Member | — | ||
| NICOLE ORTEGA | Board Member | — | ||
| ASHLEY GLEASON | Board Member | — | ||
| DENISE MOWER | Board Member | — | ||
| RYAN RICHARDSON | Board Member | — | ||
| PAUL RICHARDSON | 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 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.