Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | — | — | 32.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 29.7% | 28 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 32.9% | 28 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 36.1% | 38 | Governance-Stressed | Recovery | |
| 2020 | — | — | 37.4% | 22 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 31.0% | 22 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 28.1% | 22 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 26.4% | 22 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 23.6% | 23 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 30.5% | 22 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 26.6% | 36 | Governance-Stressed | Recovery | |
| 2013 | — | — | 30.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 35.8% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 32.3% | 32 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILIP BARNES | Artistic Director | 16.5% of Rev | ||
| KATIE SANDQUIST | Executive Director | 11.0% of Rev | ||
| LAURA FRANK | Board Member | 3.1% of Rev | ||
| RICHARD BRICKSON | Board President | — | ||
| BARBARA UHLEMANN | Treasurer | — | ||
| SUZANNE LAGOMARCINO | Secretary | — | ||
| GILLIAN WALTMAN | Board President | — | ||
| SARAH MILUNSKI | Board Member | — | ||
| CHRISTOPHER BOEMLER | Board Member | — | ||
| RONALD GINES | Board Member | — | ||
| BRIAN REEVES | Board Member | — | ||
| DANIEL HANSON | Board Member | — | ||
| HEIDI DEAN | Board Member | — | ||
| MARNI DILLARD | Board Member | — | ||
| SUZANNE MANELLI | Board Member | — | ||
| NANCY BURSTEIN | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILIP BARNES | Artistic Director | 15.3% of Rev | ||
| KATIE SANDQUIST | Executive Director | 7.6% of Rev | ||
| LAURA FRANK | Board Member | 5.8% of Rev | ||
| SARAH MILUNSKI | Board Member | — | ||
| RICHARD BRICKSON | Board President | — | ||
| BARBARA UHLEMANN | Treasurer | — | ||
| SUZANNE LAGOMARCINO | Secretary | — | ||
| GILLIAN WALTMAN | Board President | — | ||
| BENTLEY CAUGHLAN | Board Member | — |
Score breakdown
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: financial score sits 23 points below the peer median (15 vs. 38).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 22 → 28 over 5 years (improving by 6 points).
What's driving this score
- Comp-to-revenue ratio of 32.8% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 32.8% to under 22% of revenue — would move governance score by ~22 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.