Utah Symphony & Opera
Utah Symphony & Opera
Salt Lake City UT | IRS ruling year: 1975 | EIN: 51-0145980
Organization Mission
The mission of the Utah Symphony & Opera is to give great performances which engage, educate, and enrich lives.
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Salt Lake City UT | IRS ruling year: 1975 | EIN: 51-0145980
Organization Mission
The mission of the Utah Symphony & Opera is to give great performances which engage, educate, and enrich lives.
Great
This charity's score is 100%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 90% Accountability & Finance, 10% Leadership & Adaptability. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Date Published | Form 990 FYE | Overall Score | Overall Rating |
Rating Version: 2.1 | |||
4/1/2021 | 2019 | 92.07 | |
11/1/2019 | 2018 | 94.50 | |
12/1/2018 | 2017 | 91.95 | |
2/1/2018 | 2016 | 95.31 | |
2/1/2017 | 2015 | 93.87 | |
6/1/2016 | 2014 | 93.11 | |
Rating Version: 2.0 | |||
11/1/2015 | 2014 | 91.31 | |
3/1/2015 | 2013 | 91.08 | |
12/1/2013 | 2012 | 91.51 | |
11/6/2012 | 2011 | 91.48 | |
9/20/2011 | 2010 | 84.99 | |
Rating Version: 1.0 | |||
2/1/2011 | 2009 | 83.72 |
Score
Most Recent Fiscal Year:
FY 2022
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
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Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. We check to see if at least 50% of board members are indentified as independent on their tax form.
Source: IRS Form 990
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. For most organizations, we check to see if the organization has at least three board members. For large, donor-funded organizations, we check to see if the organization has at least five independent board members
Source: IRS Form 990
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
Total Revenue Amount | Expectation to Receive Credit |
$2 million or higher and 40% or higher donor support | Expected to complete an audit and have an audit oversight committee |
$1 million or higher | Expected to complete an audit |
$500,000 - $1 million | Expected to complete an audit, review, or compilation |
Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
A diversion of assets — any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft — also can seriously call into question a charity's financial integrity. We review the charity's most recent IRS Form 990 to see if the charity has reported any diversion of assets.
Source: IRS Form 990
Charity Navigator looks for a website on the IRS Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Charity Navigator looks for the existence of a conflict of interest policy on the IRS Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Charity Navigator looks for the existence of a whistleblower policy per the IRS Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Charity Navigator looks for the existence of a document retention and destruction policy per the IRS Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Charity Navigator looks to confirm on the IRS Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
For almost all charities, we check the charity's IRS Form 990 to see if it discloses that the Form 990 is available on the charity's website. As with the audited financial statement, donors need easy access to this financial report to help determine if the organization is managing its financial resources well.
Source: IRS Form 990
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent IRS Form 990). This ratio is an indicator of an organization's solvency and/or long-term sustainability.
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three IRS Forms 990). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
No Data Available
Salary data is coming soon.
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Utah Symphony & Opera) or EIN (510145980) in the 'Search Term' field.
Not Currently Scored
Utah Symphony & Opera cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Not Currently Scored
Utah Symphony & Opera cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback or Equity Practices strategies.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Score
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Note: The organization did not respond to this question.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
This vision is to connect the community through great live music. To perform. To engage. To inspire. We do this by serving the people of our state and beyond as the premier provider of the orchestral and operatic art forms. Our orchestral performances span the traditions of the past and challenge what is possible in the future. We offer opera productions that showcase emerging and established artists, celebrate traditional opera, and champion the American operatic tradition. Each summer in Park City we present a variety of musical experiences in Utah’s casual mountain lifestyle at the Deer Valley Music Festival. We lead in arts education and promote life-long learning through the arts. We serve as a catalyst for innovation, advocacy, and impact in our state.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Increase audience engagement by presenting works that resonate with our many and varied communities; build meaningful and enduring relationships through our art forms.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Prioritize and respond to the needs, interests, and values of our communities in all aspects of our programming, including repertoire, featured artists, and meaningful education programs
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
Employees attended industry conferences, both virtually and in person, to share and build best practices.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
This organization mobilizes for mission in the following ways:
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
What are this organization’s external mobilizaton efforts?
We partner and collaborate with many other non-profits in the community such as the Madeleine Choir School, the Road Home, Vet Tix, and the Moran Eye Center to name a few. We work in a unified effort with other arts organizations to advocate for funds from the state legislature for Professional Outreach Programs, and the Zoo, Arts, and Parks program, a county-wide 1/10 of 1% sales tax to benefit cultural organizations. We work closely with state and local agencies in partnership with the private sector to support our programming and facilities, and we work with the Downtown Alliance and the Office of Tourism to promote the arts. We have been invited to present and participate in many local conferences and clubs. We partner with other arts organizations on artistic initiatives that share common goals and issues.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Our mission relies on gathering together to perform and enjoy entertainment. Singing and playing wind or brass instruments are especially problematic during a pandemic. Accordingly, our first and foremost efforts were to protect our artists and audiences and to make the necessary changes to ensure our future viability. We hired engineers from the University of Utah to study the airflow and our venues and to make recommendations about the best configuration to avoid the transmission of covid. We adapted our repertoire initially to perform only pieces with strings which could be performed masked. Eventually we reconfigured the orchestra seating to include other instruments from the wind and brass sections. Singers learned to rehearse for operas with minimal casts while masked. Artists were tested regularly, and special venting systems were created to minimize the spread of the virus. Audience capacities were reduced, and proof of vaccination or a negative test and masking were required. Since the early days of the pandemic, the company has rebounded with a return to our regular schedule, and ticket sales have been at 90% of projections. Education programs during the last year have been offered in a hybrid of in person and virtual programs depending on the situation. We continue to adapt as necessary.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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