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 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | Hidden | Hidden | — | — | Unknown | — | |
| 2021 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIANNE CORNETTI | GENERAL MANAGER AND ARTIST | 16.1% of Rev | ||
| ROXY MTJOY | Executive Director | 13.4% of Rev | ||
| MARIANNE CORNETTI | GENERAL MANAGER AND ARTIST | 12.7% of Rev | ||
| MARIANNE CORNETTI | Artistic Director | 7.8% of Rev | ||
| DR EUGENE MYERS | Board President | — | ||
| JOSEPH BIELECKI | Board President | — | ||
| MICHAEL KNAUB | Treasurer | — | ||
| GAIL NOVAK MOSITES | Secretary | — | ||
| MILDRED POSVAR | FOUNDER | — | ||
| MICKEY KNAUB | Board President | — | ||
| CAROLE KAMIN | Board Member | — | ||
| KRISTIN DANIELS | Board Member | — | ||
| MARIA SPACAGNA | Board Member | — | ||
| JOHN BARBER | Board Member | — | ||
| JANICE ROSENBERG | Board Member | — | ||
| MARIAN POSVAR | Board Member | — | ||
| MARGARETHA CASSELBRANT | Board Member | — | ||
| ROXANA BARAD | Board Member | — | ||
| DR EUGENE MYERS | Board President | — | ||
| MICHAEL KNAUB | Board President | — | ||
| CAROLE KAMIN | Board Member | — | ||
| MARIA SPACAGNA | Board Member | — | ||
| JOHN BARBER | Board Member | — | ||
| JANICE ROSENBERG | Board Member | — | ||
| MARINA POSVAR | Board Member | — | ||
| MARGARETHA CASSELBRANT | Board Member | — | ||
| ROXANA BARAD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSEPH BIELECKI | VICE PRESIDE | — | ||
| MICHAEL KNAUB | Treasurer | — | ||
| GAIL NOVAK MOSITES | Secretary | — | ||
| DR EUGENE MYERS | Board President | — | ||
| MILDRED POSVAR | FOUNDER | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSEPH BIELECKI | VICE PRESIDE | — | ||
| CLEMENT GEORGE | Treasurer | — | ||
| GAIL NOVAK MOSITES | Secretary | — | ||
| DR EUGENE MYERS | Board President | — | ||
| MILDRED POSVAR | FOUNDER | — |
Score breakdown
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 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
- 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.