Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
34
Score
Governance
50
Score
Financial
5
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 13.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 14.7% | 35 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 24.8% | 43 | Fragile | Recovery | |
| 2020 | — | — | 18.2% | 37 | Fragile | Recovery | |
| 2019 | — | — | 8.9% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 31.3% | 27 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 31.9% | 27 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 18.5% | 45 | Fragile | Recovery | |
| 2015 | — | — | 22.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 19.8% | 37 | Fragile | Stable Watch | |
| 2013 | — | — | 16.0% | 37 | Fragile | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Decline Risk | |
| 2011 | — | — | — | 57 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alyssa Bell Jackson | Executive Director | 11.7% of Rev | ||
| Brian Johnston | Board President | — | ||
| Lee Brumitt | Board President | — | ||
| Mike Fischer | Treasurer | — | ||
| Gus Jianas | Secretary | — | ||
| Gary Hailes | Board Member | — | ||
| Rory Kirk | Board Member | — | ||
| Kim Gile | Board Member | — | ||
| Edwin Lowndes | Board Member | — | ||
| Zahid Nana | Board Member | — | ||
| Sophie Rojas | Board Member | — | ||
| Andrew Toews | Board Member | — | ||
| Jessica Thatch | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lea Petrie | Executive Director | 13.6% of Rev | ||
| Brian Johnston | Board President | — | ||
| Lee Brumitt | Board President | — | ||
| Mike Fischer | Treasurer | — | ||
| Gus Jianas | Secretary | — | ||
| Kim Gile | Board Member | — | ||
| Gary Hailes | Board Member | — | ||
| Rory Kirk | Board Member | — | ||
| Edwin Lowndes | Board Member | — | ||
| Zahid Nana | Board Member | — | ||
| Andrew Toews | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lea Petrie | Executive Director | 12.8% of Rev | ||
| Jennifer Trusty | Board President | — | ||
| Brian Johnston | Board President | — | ||
| Richard Fagerberg | Treasurer | — | ||
| Jon Goodman | Secretary | — | ||
| Alyssa Bell | Board Member | — | ||
| Lee Brummitt | Board Member | — | ||
| Rebecca Dowell | Board Member | — | ||
| Michael Fischer | Board Member | — | ||
| Gary Hailes | Board Member | — | ||
| Benny Lee | Board Member | — | ||
| Ronnie Metsker | Board Member | — | ||
| Zahid Nana | Board Member | — | ||
| Todd Newton | Board Member | — | ||
| Rick Powell | Board Member | — | ||
| James Prevost | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lea Petrie | Executive Director | 11.4% of Rev | ||
| Sally Bibb | Board President | — | ||
| Richard Fagerberg | Board President | — | ||
| Rick Powell | Treasurer | — | ||
| Eugene Hall | Board President | — | ||
| Lee Brumitt | Board Member | — | ||
| Michael Fischer | Board Member | — | ||
| Jon Goodman | Board Member | — | ||
| Karen Herman | Board Member | — | ||
| Brian Johnston | Board Member | — | ||
| Benny Lee | Board Member | — | ||
| Ronnie Metsker | Board Member | — | ||
| Zahid Nana | Board Member | — | ||
| James Prevost | Board Member | — | ||
| Jennifer Trusty | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Daniel Thomas | Executive Director | 7.5% of Rev | ||
| Sally Bibb | Board President | — | ||
| Richard Fagerberg | Board President | — | ||
| Rick Powell | Treasurer | — | ||
| Eugene Hall | Board President | — | ||
| Lee Brumitt | Board Member | — | ||
| Michael Fischer | Board Member | — | ||
| Jon Goodman | Board Member | — | ||
| Karen Herman | Board Member | — | ||
| Brian Johnston | Board Member | — | ||
| Benny Lee | Board Member | — | ||
| Ronnie Metsker | Board Member | — | ||
| Zahid Nana | Board Member | — | ||
| James Prevost | Board Member | — | ||
| Jennifer Trusty | Board Member | — | ||
| Lea Petrie | Executive Director | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 100
Priority Review
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: financial score sits 34 points below the peer median (5 vs. 39).
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 13.6% 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:
- 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.