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
37
Score
Governance
58
Score
Financial
5
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 4.3% | 37 | Financially Distressed | Recovery | |
| 2022 | Hidden | Hidden | 8.6% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 13.0% | 29 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 12.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 9.9% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEN KAISSAR | Board Member | 2.1% of Rev | ||
| AMY KAISSAR | Board Member | 2.1% of Rev | ||
| JILL COHEN | Board Member | — | ||
| RYAN GORDAN | Board Member | — | ||
| MEGAN HECKERMAN | Board Member | — | ||
| JOHN JORDAN | Board Member | — | ||
| BARBARA MCCULLOH | Board Member | — | ||
| SUSAN ROSNER | Board Member | — | ||
| KIM SOLIS | Board Member | — | ||
| VICTORIA RAE SOOK | Board Member | — | ||
| KEITH SPENCER | Board President | — | ||
| PHILIP FREIDENREICH PHD | Board President | — | ||
| ZACHARY BREIDENBACK | Secretary | — | ||
| RICHARD SICHEL | Treasurer | — | ||
| SUSAN D ATKINSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEN KAISSAR | Board Member | 1.6% of Rev | ||
| AMY KAISSAR | Board Member | 1.6% of Rev | ||
| DAVID ABERS | GENERAL MANAGER (THRU 9/30/22) | 1.0% of Rev | ||
| KEITH SPENCER | Board President | — | ||
| MANDEE HAMMERSTEIN | Board President | — | ||
| PHILIP FREIDENREICH PHD | Treasurer | — | ||
| VICTORIA RAE SOOK | SECRETARTY | — | ||
| JOSEPH SANGINITI | CHAIRMAN | — | ||
| SUSAN D ATKINSON | Board Member | — | ||
| JILL COHEN | Board Member | — | ||
| HENRY CRAWFORD | Board Member | — | ||
| RALPH DIGUISEPPE III | Board Member | — | ||
| TAMMY ELFORT | Board Member | — | ||
| JOHN HILL | Board Member | — | ||
| BARBARA MCCULLOH | Board Member | — | ||
| RICHARD SICHEL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY KAISSAR | Board Member | 2.1% of Rev | ||
| KEN KAISSAR | Board Member | 2.1% of Rev | ||
| DAVID ABERS | GENERAL MANAGER | 1.3% of Rev | ||
| CAROL MIGNONI FERGUSON | Board President | — | ||
| SUSAN D ATKINSON | FOUNDERTRUSTEE | — | ||
| PHILIP FREIDENREICH | Secretary | — | ||
| HANK CRAWFORD | Board Member | — | ||
| TAMMY ELFORT | Board Member | — | ||
| KEITH SPENCER | Board President | — | ||
| RICHARD SICHEL | Treasurer | — | ||
| JILL COHEN | Board Member | — | ||
| JOHN B MEANS | CHAIRMAN EMERITUS | — | ||
| WILLIAM SALERNO | CHAIRMAN | — | ||
| JOSEPH SANGINITI | Board President | — | ||
| JOHN HILL | Board Member | — | ||
| MANDEE K HAMMERSTEIN | Board Member | — | ||
| BARBARA MCCULLOH | Board Member | — | ||
| VICTORIA RAE SOOK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEITH BAKER | Artistic Director | 2.1% of Rev | ||
| SUSAN D ATKINSON | Board Member | 1.6% of Rev | ||
| DAVID ABERS | GENERAL MANAGER | 1.2% of Rev | ||
| AMY KAISSAR | Board Member | 0.6% of Rev | ||
| KEN KAISSAR | Board Member | 0.6% of Rev | ||
| MANDEE L HAMMERSTEIN | Board Member | — | ||
| BARBARA MCCULLOH | Board Member | — | ||
| VICTORIA RAE SOOK | Board Member | — | ||
| JOSEPH SANGINITI | Board President | — | ||
| JOHN B MEANS | CHAIRMAN EMERITUS | — | ||
| HENRY CRAWFORD | Board Member | — | ||
| RICHARD SICHEL | Treasurer | — | ||
| WILLIAM SALERNO | CHAIRMAN OF THE BOARD | — | ||
| PHILIP FREIDENREICH | Secretary | — | ||
| JOHN HILL | Board Member | — | ||
| KEITH SPENCER | Board President | — | ||
| JILL COHEN | Board Member | — | ||
| TAMMY ELFORT | 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
5 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
37 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 461 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 48 points below the peer median (5 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
- Comp-to-revenue ratio of 4.3% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.