Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Developing
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
48
Score
Governance
55
Score
Financial
40
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 | — | — | 8.5% | 48 | Fragile | Recovery | |
| 2022 | — | — | 24.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 9.2% | 40 | Fragile | Recovery | |
| 2020 | — | — | 9.5% | 38 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 6.6% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 9.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 8.9% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 6.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 7.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 7.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 6.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 7.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 6.3% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS DORNFELD | Board President | — | ||
| SHEILA BURKETT | Board Member | — | ||
| MARGARET MCDONALD | Board Member | — | ||
| NEUKA BOWIE MITCHELL | Treasurer | — | ||
| MARK C ANDERSON | Board Member | — | ||
| MELANIE BRASIER CTP | Board Member | — | ||
| SARA BURKE | Board Member | — | ||
| ANTIONETTE D CARROLL | Board Member | — | ||
| JEFFREY CARTER MD | Secretary | — | ||
| DUANE MARTIN FOSTER | Board Member | — | ||
| KENNETH HALLER MD | Board Member | — | ||
| DEANNA HOHMAN | Board Member | — | ||
| ERIC MARTIN | Board Member | — | ||
| JANET NEWCOMB | Board Member | — | ||
| ANN SCHEUER | Board Member | — | ||
| SOLOMON THURMAN | Board Member | — | ||
| DAVID WEISS | Board Member | — | ||
| CAROL WUERFFEL | Board Member | — | ||
| LINDA LEE | Board Member | — | ||
| JESSIREE JENKINS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYNTHIA PROST | Executive Director | 12.3% of Rev | ||
| LYAH LEFLORE | Executive Director | 6.8% of Rev | ||
| CHRIS DORNFELD | Board President | — | ||
| SHEILA BURKETT | Board President | — | ||
| MARGARET MCDONALD | Secretary | — | ||
| NEUKA BOWIE MITCHELL | Treasurer | — | ||
| MARK C ANDERSON | Board Member | — | ||
| SUSAN BLOCK | Board Member | — | ||
| MELANIE BRASIER CTP | Board Member | — | ||
| SARA BURKE | Board Member | — | ||
| ANTIONETTE D CARROLL | Board Member | — | ||
| JEFFREY CARTER MD | Board Member | — | ||
| CURTIS CASSEL | Board Member | — | ||
| SUSAN COATAR | Board Member | — | ||
| DUANE MARTIN FOSTER | Board Member | — | ||
| TERRANCE J GOOD | Board Member | — | ||
| KENNETH HALLER MD | Board Member | — | ||
| DEANNA HOHMAN | Board Member | — | ||
| NARETHA HOPSON | Board Member | — | ||
| LINDA LEE | Board Member | — | ||
| DEBORAH MARSHALL | Board Member | — | ||
| ERIC MARTIN | Board Member | — | ||
| MARY MCHUGH | Board Member | — | ||
| JANET NEWCOMB | Board Member | — | ||
| ANN SCHEUER | Board Member | — | ||
| KATHERINE KIT SUNDARARAMAN | Board Member | — | ||
| SOLOMON THURMAN | Board Member | — | ||
| ROEL VESTJENS | Board Member | — | ||
| CAREN VREDENBURGH | Board Member | — | ||
| DAVID WEISS | Board Member | — | ||
| KEITH TYRONE WILLIAMS | Board Member | — | ||
| CAROL WUERFFEL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYNTHIA PROST | Board President | 19.2% of Rev | ||
| CAREN VREDENBURGH | Board President | — | ||
| CURTIS CASSEL | Board President | — | ||
| KENNETH HALLER MD | Board President | — | ||
| NICOLE HUDSON | Secretary | — | ||
| DEANNA HOHMAN | Treasurer | — | ||
| LINDA LEE | Board Member | — | ||
| BRAD LIEBMAN | Board Member | — | ||
| TERRANCE J GOOD | Board Member | — | ||
| SHEILA BURKETT | Board Member | — | ||
| KATHERINE KIT SUNDARARAMAN | Board Member | — | ||
| C BRENDAN JOHNSON | Board Member | — | ||
| JASON HALL | Board Member | — | ||
| KENNETH KRANZBERG | Board Member | — | ||
| SUSAN BLOCK | Board Member | — | ||
| CHRIS CEDERGREEN | Board Member | — | ||
| CHRIS DORNFELD | Board Member | — | ||
| MARK C ANDERSON | Board Member | — | ||
| SARA BURKE | Board Member | — | ||
| GORDON MYERS | Board Member | — | ||
| MARCELA MANJARREZ HAWN | Board Member | — | ||
| NEUKA BOWIE MITCHELL | Board Member | — | ||
| KENDALL COYNE | Board Member | — | ||
| DAVID WEISS | Board Member | — | ||
| KEITH TYRONE WILLIAMS | Board Member | — | ||
| DEBORAH MARSHALL | Board Member | — | ||
| JANET NEWCOMB | Board Member | — | ||
| JEFFERY CARTER MD | Board Member | — | ||
| NARETHA HOPSON | Board Member | — | ||
| SOLOMON THURMAN | 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
40 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
48 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 105 other orgs in MO with NTEE prefix A6.
Most-divergent component: program score sits 30 points above the peer median (60 vs. 30).
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 8.5% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.