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
21
Score
Governance
42
Score
Financial
0
Score
Program
45
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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 26.6% | 21 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 13.0% | 24 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 49.7% | 15 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 23.8% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 10.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 10.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 9.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 9.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 8.1% | 36 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 7.0% | 36 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 7.5% | 44 | Fragile | Recovery | |
| 2012 | — | — | 6.9% | 38 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ZACHARY CHIERO | Board Member | 12.5% of Rev | ||
| JENNIFER SMITH | Artistic Director | 6.6% of Rev | ||
| LANDIS SMITH | EX-OFFICIO | 5.5% of Rev | ||
| LESLIE REIDEL | RESIDENT DIR | 2.0% of Rev | ||
| BEVERLY FERGUSON | Board Member | — | ||
| TANESHA FORD | Secretary | — | ||
| MARGARET HEER | Treasurer | — | ||
| MICHAEL KOLODNER | Board President | — | ||
| CELESTE MONTGOMERY | Board Member | — | ||
| RYAN PACZKOWSKI | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ZACHARY CHIERO | Board Member | 9.8% of Rev | ||
| JENNIFER SMITH | Artistic Director | 7.5% of Rev | ||
| LANDIS SMITH | EX-OFFICIO | 6.6% of Rev | ||
| LESLIE REIDEL | EX-OFFICIO | 2.8% of Rev | ||
| BEVERLY FERGUSON | Board Member | — | ||
| CELESTE MONTGOMERY | Board Member | — | ||
| RYAN PACZKOWSKI | Board Member | — | ||
| TANESHA FORD | Secretary | — | ||
| MARGARET HEER | Treasurer | — | ||
| MICHAEL KOLODNER | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER BLATCHLEY SMITH | Artistic Director | 6.0% of Rev | ||
| LANDIS SMITH | Artistic Director | 6.0% of Rev | ||
| LESLIE REIDEL | Board Member | 4.1% of Rev | ||
| RYAN PACZKOWSKI | Board Member | — | ||
| BRETT TEWKSBURY | Board Member | — | ||
| ELENA KOUDINOV | Treasurer | — | ||
| MICHAEL KOLODNER | Board President | — | ||
| DR JOHN AMOROSO | Board Member | — | ||
| TANESHA FORD | Board Member | — | ||
| YVAN KOUDINOV | Board Member | — | ||
| KEITH MCANINCH | Board Member | — | ||
| CELESTE MONTGOMERY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER BLATCHLEY SMITH | Artistic Director | 4.8% of Rev | ||
| LANDIS SMITH | Artistic Director | 4.4% of Rev | ||
| LESLIE REIDEL | Artistic Director | 3.1% of Rev | ||
| DR JOHN AMOROSO | Board Member | — | ||
| CELESTE MONTGOMERY | Board Member | — | ||
| KEITH MCANINCH | Board Member | — | ||
| BRETT TEWKSBURY | Board Member | — | ||
| FAITH WOHL | Board Member | — | ||
| MICHAEL KOLODNER | Board President | — | ||
| ELENA SMIRNOVA | Treasurer | — | ||
| YVAN KOUDINOV | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LANDIS SMITH | Artistic Director | 6.5% of Rev | ||
| JENNIFER SMITH | Artistic Director | 3.8% of Rev | ||
| LESLIE REIDEL | Artistic Director | 1.8% of Rev | ||
| DR JOHN AMOROSO | Board Member | — | ||
| JOHN BULLOCK | Board Member | — | ||
| ALISSA DHAWAN | Board Member | — | ||
| CELESTE MONTGOMERY | Board Member | — | ||
| KEITH MCANINCH | Board Member | — | ||
| YVAN KOUDINOV | Board Member | — | ||
| FAITH WOHL | Board Member | — | ||
| MICHAEL KOLODNER | Board President | — | ||
| ELENA SMIRNOVA | Treasurer | — | ||
| WILLIAM ELLERBE | Secretary | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
0 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
21 / 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: 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 26.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.