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 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2021 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STACY MOOTS | Board President | — | ||
| CALEB SHOUSH | Secretary | — | ||
| AVIS MARSHALL | Treasurer | — | ||
| BECKY BELT | Board Member | — | ||
| ALLISON ROWLAND | VICE PRESIDE | — | ||
| ANDREA BUERKY | Board Member | — | ||
| RALPH CUPELLI | Board Member | — | ||
| JULIE KING | Board Member | — | ||
| KELSEY BRIGHT | Board Member | — | ||
| RANDY HAGERTY | Board Member | — | ||
| ABBY LANE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STACY MOOTS | Secretary | — | ||
| VINCE WINN | VICE PRESIDE | — | ||
| CONNIE ARGOTSINGER | Board President | — | ||
| ANDEE BUSH | Board Member | — | ||
| NANCY PENNINGTON | Board Member | — | ||
| CALEB SHOUSH | Board Member | — | ||
| AVIS MARSHALL | Treasurer | — | ||
| BECKY BELT | Board Member | — | ||
| CHAD MAYES | Board Member | — | ||
| DONALD CROSBY | Board Member | — | ||
| BRYAN RUCINSKI | Board Member | — | ||
| ALLISON ROWLAND | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STACY MOOTS | Secretary | — | ||
| VINCE WINN | VICE PRESIDE | — | ||
| CONNIE ARGOTSINGER | Board President | — | ||
| ANDEE BUSH | Board Member | — | ||
| NANCY PENNINGTON | Board Member | — | ||
| CALEB SHOUSH | Board Member | — | ||
| AVIS MARSHALL | Treasurer | — | ||
| BECKY BELT | Board Member | — | ||
| CHAD MAYES | Board Member | — | ||
| DONALD CROSBY | Board Member | — | ||
| BRYAN RUCINSKI | Board Member | — | ||
| ALLISON ROWLAND | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES KOOPMANN | Treasurer | — | ||
| KATE MCINTIRE | Secretary | — | ||
| STACY MOOTS | Board Member | — | ||
| VINCE WINN | VICE PRESIDE | — | ||
| CONNIE ARGOTSINGER | Board President | — | ||
| MARY ANN WILSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 160 other orgs in MO with NTEE prefix A6.
Most-divergent component: financial score sits 53 points below the peer median (0 vs. 53).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.