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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 38.3% | 36 | Fragile | Gov Risk | |
| 2022 | — | — | 14.9% | 39 | Fragile | Recovery | |
| 2021 | — | — | 19.9% | 33 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 17.4% | 33 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 8.3% | 36 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 18.5% | 30 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 21.2% | 33 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 23.5% | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 12.1% | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 24.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 20.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 21.2% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 22.7% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rachel Tibbetts | Artistic Director | 18.8% of Rev | ||
| John Wolbers | Executive Director | 18.8% of Rev | ||
| Lisa Durkin | Board President | — | ||
| Cassidy Flynn | Board President | — | ||
| Andrea Lubershane | Treasurer | — | ||
| Jocelyn Matsuo | Secretary | — | ||
| Courtney Everett | Board Member | — | ||
| Mark Holly | Board Member | — | ||
| Steven Knight | Board Member | — | ||
| Matthew Mahaffey | Board Member | — | ||
| Karen Meyer | Board Member | — | ||
| Tim Mooney | Board Member | — | ||
| Kevin Windhauser PhD | Board Member | — | ||
| Phil Woodmore PhD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John Wolbers | Executive Director | 13.5% of Rev | ||
| Steven Knight | Board President | — | ||
| Jocelyn Matsuo | Board President | — | ||
| Paige Colon | Secretary | — | ||
| Matthew Mahaffey | Treasurer | — | ||
| Edgar Evans | Board Member | — | ||
| Jami Dolby | Board Member | — | ||
| Evan Kuhn | Board Member | — | ||
| Tara A Nealey PhD | Board Member | — | ||
| Phil Woodmore PhD | Board Member | — | ||
| Lisa Cohn Durkin | Board Member | — | ||
| Mark Holly | Board Member | — | ||
| Tim Mooney | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Shannon Durio | Executive Director | 15.9% of Rev | ||
| Steven Knight | Board President | — | ||
| April Foster | Board President | — | ||
| Melinda Ligon | Secretary | — | ||
| Jami Dolby | Board Member | — | ||
| Edgar Evans | Board Member | — | ||
| Chris Harris | Board Member | — | ||
| Evan Kuhn | Board Member | — | ||
| George Lombardi | Board Member | — | ||
| Matthew Mahaffey | Board Member | — | ||
| Jocelyn Matsuo | Board Member | — | ||
| Tara A Nealey PhD | Board Member | — | ||
| Gina T Savoie Esq | Board Member | — | ||
| Phil Woodmore PhD | 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: program score sits 15 points above the peer median (45 vs. 30).
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 38.3% 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 38.3% to under 22% of revenue — would move governance score by ~33 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.