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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 15.4% | 51 | Fragile | Recovery | |
| 2022 | — | — | 20.0% | 47 | Fragile | Recovery | |
| 2021 | — | — | 18.8% | 45 | Fragile | Recovery | |
| 2020 | — | — | 24.2% | 35 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 15.7% | 39 | Fragile | Stable Watch | |
| 2018 | — | — | 15.4% | 39 | Fragile | Stable Watch | |
| 2017 | — | — | 17.3% | 39 | Fragile | Recovery | |
| 2016 | — | — | 22.1% | 37 | Fragile | Recovery | |
| 2015 | — | — | 16.6% | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 15.5% | 37 | Fragile | Decline Risk | |
| 2013 | — | — | 14.3% | 40 | Fragile | Recovery | |
| 2012 | — | — | 21.0% | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 21.1% | 41 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT OGDEN | EXECUTIVE DI | 8.2% of Rev | ||
| GARY BELL | Artistic Director | 6.3% of Rev | ||
| MELINDA LIGON | Board President | — | ||
| KATHRYN WINTER | VICE PRESIDE | — | ||
| WILLIAM GILBERT | Treasurer | — | ||
| CATHY ALTHOLZ | Secretary | — | ||
| VICKI CALIGUR | Board Member | — | ||
| AMANDA RILEY | Board Member | — | ||
| KEITH THOMPSON | Board Member | — | ||
| MARK HOLLY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT OGDEN | EXECUTIVE DI | 8.6% of Rev | ||
| GARY BELL | Artistic Director | 6.8% of Rev | ||
| MELINDA LIGON | Board President | — | ||
| KATHRYN WINTER | VICE PRESIDE | — | ||
| WILLIAM GILBERT | Treasurer | — | ||
| CATHY ALTHOLZ | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT OGDEN | EXECUTIVE DI | 8.2% of Rev | ||
| GARY BELL | Artistic Director | 5.8% of Rev | ||
| MELINDA LIGON | Board President | — | ||
| KATHRYN WINTER | VICE PRESIDE | — | ||
| WILLIAM GILBERT | Treasurer | — | ||
| CATHY ALTHOLZ | Secretary | — | ||
| WILLIAM SHAFFNER | Board Member | — |
Score breakdown
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: program score sits 30 points above the peer median (60 vs. 30).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 15.4% sits within the sector's healthy band (18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
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).
- 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.