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
40
Score
Governance
55
Score
Financial
15
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 | — | |
| 2023 | — | — | 5.9% | 40 | Financially Distressed | Recovery | |
| 2022 | — | — | 3.8% | 35 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 5.0% | 43 | Fragile | Recovery | |
| 2020 | — | — | 9.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.0% | 44 | Fragile | Recovery | |
| 2018 | — | — | 7.2% | 40 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 2.4% | 45 | Fragile | Recovery | |
| 2015 | — | — | 6.4% | 40 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 6.2% | 40 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 6.2% | 44 | Fragile | Recovery | |
| 2012 | — | — | 7.5% | 40 | Financially Distressed | Recovery | |
| 2011 | — | — | 10.8% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANA KNAPP | Executive Director | 6.2% of Rev | ||
| SHIRLEY HELZBERG | Board President | — | ||
| MICHAEL GONZALES | Board President | — | ||
| JULIE ROBINSON | Board President | — | ||
| CHUCK MCCANN | Treasurer | — | ||
| JAMES JIM CHARLESWORTH | Secretary | — | ||
| MIGUEL RIVERA | Board Member | — | ||
| DERALD DAVIS | Board Member | — | ||
| MICHAEL TOOMBS | Board Member | — | ||
| TIM MARCHESI | Board Member | — | ||
| ANDREA YOUNG | Board Member | — | ||
| CHRIS MIGNERON | Board Member | — | ||
| SHARON FREESE | Board Member | — | ||
| DR J CAMILLE HALL | Board Member | — | ||
| PATTI NEUHOLD-RAVIKUMAR | Board Member | — | ||
| KATHERINE CARTTAR | Board Member | — | ||
| DAVID MOORE | Board Member | — | ||
| ASHOK MEKA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANA KNAPP | Executive Director | 5.2% of Rev | ||
| SHIRLEY BUSH HELZBERG | Board President | — | ||
| KANON COZAD | Board President | — | ||
| MARIA MAFFRY | Board Member | — | ||
| CHUCK MCCANN | Treasurer | — | ||
| TRACIE MCCLENDON-COLE | Board Member | — | ||
| JON STEPHENS | Board President | — | ||
| EILEEN WEIR | Board Member | — | ||
| AMY WINTERSCHEIDT | Secretary | — | ||
| DR DERALD DAVIS | Board President | — | ||
| MAUREEN MAHONEY | Board Member | — | ||
| MIGUEL RIVERA | Board Member | — | ||
| MICHAEL GONZALES | Board Member | — | ||
| JULIE ROBINSON | Board Member | — | ||
| MADELINE ROMIOUS | Board President | — | ||
| MICHEAL TOOMBS | Board Member | — | ||
| SUSAN WILSON | Board Member | — | ||
| KATHRYN M WALKER | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dana Knapp | Executive Director | 5.4% of Rev | ||
| Shirley Bush Helzberg | Board President | — | ||
| Kanon Cozad | Board President | — | ||
| Maria Maffry | Board Member | — | ||
| Chuck McCann | Treasurer | — | ||
| Tracie McClendon-Cole | Board Member | — | ||
| Jon Stephens | Board Member | — | ||
| Eileen Weir | Board Member | — | ||
| Amy Winterscheidt | Secretary | — | ||
| Dr Derald Davis | Board President | — | ||
| Maureen Mahoney | Board Member | — | ||
| Miguel Rivera | Board Member | — | ||
| Michael Gonzales | Board Member | — | ||
| Julie Robinson | Board Member | — | ||
| Madeline Romious | Board Member | — | ||
| Micheal Toombs | Board Member | — | ||
| Susan Wilson | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dana Knapp | Executive Director | 5.7% of Rev | ||
| Shirley Bush Helzberg | Board President | — | ||
| Kanon Cozad | Board President | — | ||
| Maria Maffry | Board Member | — | ||
| Chuck McCann | Treasurer | — | ||
| Tracie McClendon-Cole | Board Member | — | ||
| Jon Stephens | Board Member | — | ||
| Eileen Weir | Board Member | — | ||
| Amy Winterscheidt | Secretary | — | ||
| Dr Derald Davis | Board President | — | ||
| Maureen Mahoney | Board Member | — | ||
| Miguel Rivera | Board Member | — | ||
| Michael Gonzales | Board Member | — | ||
| Julie Robinson | Board Member | — | ||
| Madeline Romious | Board Member | — | ||
| Micheal Tombs | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
40 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 27 other orgs in MO with NTEE prefix A2.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 5.9% 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.