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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 57.8% | 17 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2009 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHEN MORTON | Artistic Director | 57.8% of Rev | ||
| RICHARD BRICKSON | Board President | — | ||
| DARRELL HUGHES | Treasurer | — | ||
| MARSHA ARMENTROUT | Executive Director | — | ||
| RACHEL ROBISON | ADMINISTRATOR | — | ||
| CHARLES E COCO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD BRICKSON | Board President | — | ||
| DARRELL HUGHES | Treasurer | — | ||
| STEPHEN MORTON | Artistic Director | — | ||
| MARSHA ARMENTROUT | Executive Director | — | ||
| RACHEL ROBISON | ADMINISTRATOR | — | ||
| CHARLES E COCO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD BRICKSON | Board President | — | ||
| DARRELL HUGHES | Treasurer | — | ||
| STEPHEN MORTON | Artistic Director | — | ||
| MARSHA ARMENTROUT | Executive Director | — | ||
| RACHEL ROBISON | Board Member | — | ||
| CHARLES E COCO | Board Member | — | ||
| REV BRUCE MOELLER | Board Member | — |
Score breakdown
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: financial score sits 18 points below the peer median (10 vs. 28).
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 57.8% is well above the sector's 90th percentile (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 57.8% to under 22% of revenue — would move governance score by ~40 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.