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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 20.1% | 31 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 15.4% | 40 | Fragile | Recovery | |
| 2021 | — | — | 27.9% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 15.3% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 15.2% | 25 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.0% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 12.6% | 31 | Critical Intervention Needed | Recovery | |
| 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 |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH SHARP | EXECUTIVE DRECTOR | 14.7% of Rev | ||
| MARTIAL THEVENOT | Board President | — | ||
| PATRICK DARE | Board President | — | ||
| KARL WELLENKOETTER | Secretary | — | ||
| ANGELA WILLIAMS-CRANE | Treasurer | — | ||
| DREW BROWN | Board Member | — | ||
| KATHIE BRUNNER | Board Member | — | ||
| JOANN COBB | Board Member | — | ||
| SID JOHNSON | Board Member | — | ||
| TOBY LAWRENCE | Board Member | — | ||
| NATHANAEL MAY | Board Member | — | ||
| KELLY MORRIS | Board Member | — | ||
| NANCY NASH | Board Member | — | ||
| MARGE REDMOND | Board Member | — | ||
| PAM SMITH | Board Member | — | ||
| CHARLOTTE SOLLARS | Board Member | — | ||
| SPONGE THEVENOT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH SHARP | EXECUTIVE DRECTOR | 15.3% of Rev | ||
| CARLA HASSLER | Board Member | — | ||
| NANCY KIRBY | Board Member | — | ||
| MARGE LISTER | Board Member | — | ||
| NATHANIEL MAY | Board Member | — | ||
| PAM SMITH | Board Member | — | ||
| CHARLOTTE SOLLARS | Board Member | — | ||
| MARY JO HARRIS | Board Member | — | ||
| KAREN VANSICKLE-LAKE | Board Member | — | ||
| ANGELA WILLIAMS-CRANE | Board Member | — | ||
| LAURA WYETH | Board Member | — | ||
| MARY SHUMAN | Board President | — | ||
| MARTIAL THEVENOT | Board President | — | ||
| KARL WELLENKOETTER | Secretary | — | ||
| NANCY NASH | Treasurer | — | ||
| DREW BROWN | Board Member | — | ||
| PAT CATHEY | Board Member | — | ||
| ANDREW CLARK | Board Member | — | ||
| DEBBIE DEMUTH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH SHARP | EXECUTIVE DRECTOR | 13.9% of Rev | ||
| MARY SHUMAN | Board President | — | ||
| MARY JO HARRIS | Board President | — | ||
| KARL WELLENKOETTER | Secretary | — | ||
| NANCY NASH | Treasurer | — | ||
| DREW BROWN | Board Member | — | ||
| PAT CATHEY | Board Member | — | ||
| ANDREW CLARK | Board Member | — | ||
| DEBBIE DEMUTH | Board Member | — | ||
| CARLA HASSLER | Board Member | — | ||
| NANCY KIRBY | Board Member | — | ||
| MARGE LISTER | Board Member | — | ||
| NATHANIEL MAY | Board Member | — | ||
| PAM SMITH | Board Member | — | ||
| CHARLOTTE SOLLARS | Board Member | — | ||
| MARTIAL THEVENOT | Board Member | — | ||
| KAREN VANSICKLE-LAKE | Board Member | — | ||
| ANGELA WILLIAMS-CRANE | Board Member | — | ||
| LAURA WYETH | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 160 other orgs in MO with NTEE prefix A6.
Most-divergent component: financial score sits 38 points below the peer median (15 vs. 53).
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.
Overall score has gone from 25 → 31 over 5 years (improving by 6 points).
What's driving this score
- Comp-to-revenue ratio of 20.1% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.