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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | 27 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 20.6% | 35 | Fragile | Gov Risk | |
| 2021 | — | — | — | 44 | Fragile | Recovery | |
| 2020 | — | — | 22.9% | 39 | Fragile | Recovery | |
| 2019 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CORNELIA MANWARING | BOARD PRESID | 9.6% of Rev | ||
| KAMERON KAVANAUGH | Artistic Director | 9.6% of Rev | ||
| MARGARET LARSEN | ORCHESTRA DI | 4.8% of Rev | ||
| LISA DANAE DAYLEY | Secretary | 2.9% of Rev | ||
| JOLYN WHITTAKER | Treasurer | 2.2% of Rev |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CORNELIA MANWARING | BOARD PRESID | — | ||
| KAMERON KAVANAUGH | Artistic Director | — | ||
| JOLYN WHITTAKER | Treasurer | — | ||
| LISA DANAE DAYLEY | Secretary | — | ||
| MARGARET LARSON | ORCHESTRA DI | — | ||
| LYNDA BREESE | CONCERT MAST | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAMERON KAVANAUGH | Artistic Director | 7.2% of Rev | ||
| CORNELIA MANWARING | BOARD PRESID | 4.8% of Rev | ||
| MARGARET LARSON | ORCHESTRA DI | 3.9% of Rev | ||
| JOLYN WHITTAKER | Treasurer | 2.4% of Rev | ||
| LISA DANAE DAYLEY | Secretary | 2.4% of Rev | ||
| LYNDA BREESE | CONCERT MAST | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 114 other orgs in UT with NTEE prefix A6.
Most-divergent component: financial score sits 26 points below the peer median (20 vs. 46).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 23 → 27 over 5 years (improving by 4 points).
What's driving this score
- 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.