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
31
Score
Governance
50
Score
Financial
0
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 | Hidden | Hidden | 12.4% | 31 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 15.8% | 25 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 8.9% | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 21.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 15.7% | 24 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 14.4% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 13.7% | 25 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 13.6% | 20 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 15.8% | 22 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 9.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 4.0% | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIRVEN DOUTHIT-BOYD | Board Member | 6.3% of Rev | ||
| ERIN WARNER PRANGE | Executive Dir. | 6.2% of Rev | ||
| BILL HORNBARGER | Board President | — | ||
| SHEREEN FISCHER | Board President | — | ||
| STEVE SINGER | Treasurer | — | ||
| TIM WICHMER | Secretary | — | ||
| JAN ALBUS | Board Member | — | ||
| TIM BAHR | Board Member | — | ||
| CHRISTY BECKMANN | Board Member | — | ||
| LAUREN BRICKLER | Board Member | — | ||
| JASE CARTER | Board Member | — | ||
| DAWN GILBERTSON | Board Member | — | ||
| DR ROBERT S HARVEY | Board Member | — | ||
| MONIQUE LEVY | Board Member | — | ||
| MARILYN SHEPERD | Board Member | — | ||
| TRACY SYKES-LONG | Board Member | — | ||
| KATHIE WINTER | Board Member | — | ||
| FRANCESCA DESTEFANE | Board Member | — | ||
| ANDREA SLAVIK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIN PRANGE | Executive Director | 4.8% of Rev | ||
| MONICA BLACK ROBINSON | Board Member | — | ||
| JOHN BRASE | Board Member | — | ||
| LAUREN BRICKLER | Board Member | — | ||
| LAUREN GENTRY | Board Member | — | ||
| DAWN GILBERTSON | Board Member | — | ||
| MARILYN SHEPERD | Board Member | — | ||
| TRACY SYKES-LONG | Board Member | — | ||
| CALVIN WINDSCHITL | Board Member | — | ||
| ELIZABETH CRABTREE | Board Member | — | ||
| CHRISTY BECKMANN | Board President | — | ||
| KATHRYN WINTER | Board President | — | ||
| BILL HORNBARGER | Treasurer | — | ||
| TIM WICHMER | Secretary | — | ||
| JAN ALBUS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIAN ENOS | Artistic Director | 4.1% of Rev | ||
| ERIN PRANGE | Executive Director | 3.6% of Rev | ||
| CHRISTY BECKMANN | Board President | — | ||
| KATHRYN WINTER | Board President | — | ||
| BILL HORNBARGER | Treasurer | — | ||
| TIM WICHMER | Secretary | — | ||
| JAN ALBUS | Board Member | — | ||
| MONICA BLACK ROBINSON | Board Member | — | ||
| JOHN BRASE | Board Member | — | ||
| LAUREN BRICKLER | Board Member | — | ||
| LAUREN GENTRY | Board Member | — | ||
| DAWN GILBERTSON | Board Member | — | ||
| MARYLIN SHEPERD | Board Member | — | ||
| TRACY SYKES-LONG | Board Member | — | ||
| CALVIN WINDSCHITL | Board Member | — | ||
| ELIZABETH CRABTREE | Board Member | — | ||
| KATHLEEN GOODMAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brian Enos | Artistic Director | 3.3% of Rev | ||
| Erin Prange | Executive Director | 3.1% of Rev | ||
| Christy Beckmann | Board President | — | ||
| Kathryn Winter | Board President | — | ||
| Dawn Gilbertson | Treasurer | — | ||
| Timothy Wichmer | Secretary | — | ||
| Jan Albus | Board Member | — | ||
| Lauren Brickler | Board Member | — | ||
| John Brase | Board Member | — | ||
| Marilyn Sheperd | Board Member | — | ||
| Bill Hornbarger | Board Member | — | ||
| Elizabeth Crabtree | Board Member | — | ||
| Kathleen Goodman Turner | Board Member | — | ||
| Lauren Brooks | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
31 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 104 other orgs in MO with NTEE prefix A6.
Most-divergent component: financial score sits 39 points below the peer median (0 vs. 39).
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 12.4% 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.