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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 12.2% | 42 | Fragile | Decline Risk | |
| 2022 | — | — | 9.2% | 50 | Fragile | Recovery | |
| 2021 | — | — | 16.9% | 35 | Fragile | Recovery | |
| 2020 | — | — | 14.2% | 33 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 12.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.5% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 31.4% | 30 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 38.5% | 28 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 36.9% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 40.1% | 32 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 43.9% | 30 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 41.7% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Meghann Henry | Artistic Director | 9.1% of Rev | ||
| Darin Shreves | Board President | — | ||
| Harrison Quinn | Treasurer | — | ||
| Amy Winterscheidt | Board Member | — | ||
| Char Schwall | Board Member | — | ||
| Kellye Crockett | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Meghann Henry | Artistic Director | 7.5% of Rev | ||
| Darin Shreves | Board President | — | ||
| Harrison Quinn | Treasurer | — | ||
| Joey Schmidt | Secretary | — | ||
| Char Schwall | Board Member | — | ||
| Amy Winterscheidt | 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: 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.
Overall score has gone from 29 → 42 over 5 years (improving by 13 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 12.2% 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.