Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↓
Overall
32
Score
Governance
50
Score
Financial
0
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
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 12.0% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 48 | Fragile | Stable Watch | |
| 2021 | — | — | 10.2% | 48 | Fragile | Recovery | |
| 2020 | — | — | 6.7% | 44 | Fragile | Stable Watch | |
| 2019 | — | — | 8.1% | 44 | Fragile | Recovery | |
| 2018 | — | — | 11.9% | 38 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 6.6% | 44 | Fragile | Recovery | |
| 2016 | — | — | 12.2% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 17.9% | 37 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 12.6% | 42 | Fragile | Recovery | |
| 2013 | — | — | 22.9% | 30 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 24.1% | 43 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 14.8% | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JASMINE JIANG | Executive Director | 5.2% of Rev | ||
| DANIEL ROTHENBERG | Artistic Director | 3.6% of Rev | ||
| GABRIEL QUINN BAURIEDEL | Artistic Director | 2.9% of Rev | ||
| FERNANDO VAN REIGERSBERG | Artistic Director | 1.2% of Rev | ||
| JACINTA YELLAND | Board Member | 0.1% of Rev | ||
| NATHAN ALFORD-TATE | Board Member | — | ||
| PETER BLOOMFIELD | Board Member | — | ||
| JENNIFER BOHNENBERGER | Board Member | — | ||
| JESSICA CREANE | Board Member | — | ||
| RICKI EISENSTEIN | Board President | — | ||
| SHELLEY GREEN | VICE PRESIDE | — | ||
| JANALYN GUO | Treasurer | — | ||
| ALLEN KUHARSKI | Board Member | — | ||
| WHITNEY PEELING | Secretary | — | ||
| DITO VAN REIGERSBERG | Board Member | — | ||
| SCOTT REYNOLDS | Board Member | — | ||
| DAVID SACKER | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JASMINE JIANG | Executive Director | 5.2% of Rev | ||
| DANIEL ROTHENBERG | Artistic Director | 4.2% of Rev | ||
| GABRIEL QUINN BAURIEDEL | Artistic Director | 2.1% of Rev | ||
| FERNANDO VAN REIGERSBERG | Artistic Director | 0.5% of Rev | ||
| GABRIEL QUINN BAURIEDEL | Board Member | — | ||
| JENNIFER BOHNENBERGER | Board Member | — | ||
| RICKI EISENSTEIN | Board President | — | ||
| SHELLEY GREEN | VICE PRESIDE | — | ||
| TERRY GUERIN | Board Member | — | ||
| TY HOFFMAN | Board Member | — | ||
| ALLEN KUHARSKI | Board Member | — | ||
| WHITNEY PEELING | Secretary | — | ||
| DITO VAN REIGERSBERG | Board Member | — | ||
| SCOTT REYNOLDS | Board Member | — | ||
| DAN ROTHENBERG | Board Member | — | ||
| DAVID SACKER | Board Member | — | ||
| JACINTA YELLAND | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL ROTHENBERG | Artistic Director | 5.2% of Rev | ||
| FERNANDO VAN REIGERSBERG | FOUNDNG ARTI | 1.1% of Rev | ||
| GABRIEL QUINN BAURIEDEL | Artistic Director | 1.0% of Rev | ||
| DAVID SCOTT REYNOLDS | Board Member | 0.8% of Rev | ||
| RICKI EISENSTEIN | Board President | — | ||
| SHELLEY Z GREEN | VICE PRESIDE | — | ||
| MARK C LANGDON | Treasurer | — | ||
| WHITNEY PEELING | Secretary | — | ||
| THERESA GUERIN | Board Member | — | ||
| JENNIFER BOHNENBERGER | Board Member | — | ||
| KATHY HIRSCH-PASEK | Board Member | — | ||
| TY HOFFMAN | Board Member | — | ||
| ALLEN KUHARSKI | Board Member | — | ||
| DAVID SACKER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL ROTHENBERG | Artistic Director | 4.9% of Rev | ||
| FERNANDO VAN REIGERSBERG | Artistic Director | 1.0% of Rev | ||
| GABRIEL QUINN BAURIEDEL | Artistic Director | 0.6% of Rev | ||
| ALLEN KUHARSKI | Board Member | — | ||
| DAVID SACKER | Board Member | — | ||
| DAVID SCOTT REYNOLDS | Board President | — | ||
| JENNIFER BOHNENBERGER | Board Member | — | ||
| MARK C LANGDON | Treasurer | — | ||
| RICKI EISENSTEIN | Board Member | — | ||
| SHELLEY Z GREEN | Board President | — | ||
| THERESA GUERIN | Board Member | — | ||
| TY HOFFMAN | Board Member | — | ||
| WHITNEY PEELING | Secretary | — | ||
| KATHY HIRSCH-PASEK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL ROTHENBERG | Artistic Director | 5.1% of Rev | ||
| FERNANDO VAN REIGERSBERG | Artistic Director | 1.4% of Rev | ||
| GABRIEL QUINN BAURIEDEL | Artistic Director | 0.8% of Rev | ||
| ALLEN KUHARSKI | Board Member | — | ||
| DAVID SACKER | Board Member | — | ||
| DAVID SCOTT REYNOLDS | Board President | — | ||
| JENNIFER BOHNENBERGER | Board Member | — | ||
| MARK C LANGDON | Treasurer | — | ||
| RICKI EISENSTEIN | Board Member | — | ||
| SHELLEY Z GREEN | Board President | — | ||
| THERESA GUERIN | Board Member | — | ||
| TY HOFFMAN | Board Member | — | ||
| WHITNEY PEELING | Secretary | — | ||
| KATHY HIRSCH-PASEK | Board Member | — | ||
| MARTHA CAREY | Board Member | — |
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
32 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 38 points below the peer median (0 vs. 38).
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 12.0% 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.