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
27
Score
Governance
55
Score
Financial
0
Score
Program
30
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 | — | — | 7.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 12.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 13.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 8.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 6.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 9.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 9.9% | 30 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 5.9% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 9.0% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 13.2% | 30 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 9.0% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 10.5% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH HUFFMAN | Artistic Director | 27.2% of Rev | ||
| PATRICIA HAZEN | Board Member | — | ||
| DOLORES NYPAVER | Board Member | — | ||
| JOSEPH PARSONS | Board President | — | ||
| THERESA DONATO | Executive Director | — | ||
| DONALD LARRY BROPHY | Board Member | — | ||
| GAIL GERONO | Board Member | — | ||
| HEATHER RUPPERT | Secretary | — | ||
| LAURA BUNTING | Board Member | — | ||
| CAROLYN LUDWIG | DEVELOP AND RELATIONSHIP MANAGER | — | ||
| NORA MCBURNEY | ADMIN ASSISTANT | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALAN STANFORD | Artistic Director | 41.2% of Rev | ||
| EILEEN CLANCY | Board President | — | ||
| PATRICIA HAZEN | Board Member | — | ||
| PAULINE TAYLOR-RAIFF | Board Member | — | ||
| DOLORES NYPAVER | Board Member | — | ||
| LAURA BUNTING | Board Member | — | ||
| JOSEPH PARSONS | Board President | — | ||
| THERESA DONATO | Treasurer | — | ||
| CAROLYN LUDWIG | Secretary | — | ||
| DONALD LARRY BROPHY | Board Member | — | ||
| HENRY PATRICK DRISCOLL | Board Member | — | ||
| GAIL GERONO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALAN STANFORD | Artistic Director | 34.8% of Rev | ||
| EILEEN CLANCY | Board President | — | ||
| RICHARD RAUH | Board Member | — | ||
| PAULINE TAYLOR-RAIFF | Board Member | — | ||
| DOLORES NYPAVER | Board Member | — | ||
| LAURA BUNTING | Board Member | — | ||
| JOSEPH PARSONS | Board President | — | ||
| THERESA DONATO | Treasurer | — | ||
| MONTE BOHNA | Board Member | — | ||
| CAROLYN LUDWIG | Secretary | — | ||
| DONALD LARRY BROPHY | Board Member | — | ||
| KAREN BROWN | Board Member | — | ||
| HENRY PATRICK DRISCOLL | Board Member | — | ||
| GAIL GERONO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALAN STANDFORD | Artistic Director | 33.0% of Rev | ||
| PETER SMERD | Board President | — | ||
| EILEEN CLANCY | Board President | — | ||
| GAIL GERONO | Secretary | — | ||
| RICHARD RAUH | Board Member | — | ||
| PAULINE TAYLOR-RAIFF | Board Member | — | ||
| DOLORES NYPAVER | Board Member | — | ||
| LAURA BUNTING | Board Member | — | ||
| JOSEPH PARSONS | Board Member | — | ||
| THERESA DONATO | Treasurer | — | ||
| JACQUELINE FORADORI | Board Member | — | ||
| MONTE BOHNA | Board Member | — | ||
| CAROLYN LUDWIG | 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
0 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
27 / 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 7.9% 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.