Governance Lag
What does this mean?
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
The Path Forward
The Scaffold
Brings immediate structural maturity. It represents the necessity of outside, independent oversight to manage new scale, breaking the echo chamber of a founding 'friends and family' board.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | 64 | Stable | Stable Watch | |
| 2023 | — | — | — | 51 | Fragile | Recovery | |
| 2022 | — | — | — | 43 | Fragile | Stable Watch | |
| 2021 | — | — | — | 46 | Fragile | Recovery | |
| 2020 | — | — | 25.5% | 44 | Governance-Stressed | Recovery | |
| 2019 | — | — | — | 43 | Fragile | Stable Watch | |
| 2018 | — | — | — | 43 | Fragile | Decline Risk | |
| 2017 | — | — | — | 45 | Fragile | Stable Watch | |
| 2016 | — | — | — | 45 | Fragile | Recovery | |
| 2015 | — | — | — | 41 | Fragile | Stable Watch | |
| 2014 | — | — | — | 41 | Fragile | Stable Watch | |
| 2013 | — | — | — | 41 | Fragile | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTOPHER KELTS | MUSIC DIRECT | — | ||
| DEBBIE ALLEN | Board President | — | ||
| JERRY OLD | Board Member | — | ||
| MITCH KAUFMAN | Board Member | — | ||
| MARIAH STADEL | Board Member | — | ||
| MARK BARONE | Board Member | — | ||
| ANNE SNELLER | Treasurer | — | ||
| DEB HALL | Secretary | — | ||
| MEAGAN CONLEY | Board President | — | ||
| TRACY BLIZMAN | VICE PRESIDE | — | ||
| JIM MUILLER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTOPHER KELTS | Board Member | — | ||
| SHEILA EVANS | Board President | — | ||
| DEBBIE ALLEN | Board President | — | ||
| ABIGAIL WALDEN | Secretary | — | ||
| LEAH MCCORMACK | Treasurer | — | ||
| MITCH KAUFMAN | Board Member | — | ||
| JENNIFER MITCHELL | Board Member | — | ||
| JERRY OLD | Board Member | — | ||
| JIM MULLER | Board Member | — | ||
| MARK BARONE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTOPHER KELTS | Artistic Director | 21.6% of Rev | ||
| MARGIE DESMOND | Board Member | — | ||
| DEBBIE ALLEN | VICE PRESIDE | — | ||
| JENNIFER MITCHELL | Board Member | — | ||
| JIM MUILLER | Board Member | — | ||
| JERRY OLD | Board Member | — | ||
| MITCH KAUFMAN | Board Member | — | ||
| SHEILA EVANS | Board President | — | ||
| MARK BARONE | Board Member | — | ||
| LEAH MCCORMACK | Treasurer | — | ||
| ABIGAIL WALDEN | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 161 other orgs in MO with NTEE prefix A6.
Most-divergent component: financial score sits 47 points above the peer median (100 vs. 53).
5-year trend: Governance Lag
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
What's driving this score
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.