Mission Drift
What does this mean?
Highly volatile revenue swings year over year paired with fluctuating Program Scores. The organization is constantly pivoting to chase restricted grant funding rather than building a sustainable core.
The Path Forward
The Lodestar
A radical recommitment to the core mission. It requires the organization to gain the strength to say 'no' to restricted funding that pulls them away from their true purpose.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 48 | Fragile | Decline Risk | |
| 2022 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 36 | Fragile | Decline Risk | |
| 2020 | — | — | — | 48 | Fragile | Recovery | |
| 2019 | — | — | — | 45 | Fragile | Recovery | |
| 2018 | — | — | — | 37 | Fragile | Recovery | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Fragile | Recovery | |
| 2013 | — | — | — | 59 | Fragile | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAMARA BLACK | Artistic Director | — | ||
| MICHAEL FEENEY | Board Member | — | ||
| THEODORE BASSANO | Board Member | — | ||
| MARY ZERVANOUS DIALECTOS | Board Member | — | ||
| EMILY BRANCH | Board Member | — | ||
| DANIEL ESTERLY | Board Member | — | ||
| MAGGIE RIKER | Board Member | — | ||
| DENISE SHOREY | Board Member | — | ||
| FAYE WARMKESSEL | Board President | — | ||
| MARGE STURM | Secretary | — | ||
| ALISON WHALEN | Treasurer | — | ||
| DAVID RICHIE | Board President | — | ||
| MICHAEL FEENEY | Board Member | — | ||
| THEODORE BASSANO | Board Member | — | ||
| MARY ZERVANOUS DIALECTOS | Board Member | — | ||
| MAYA BURDICK | Board Member | — | ||
| DR DERRICK THOMPSON | Board Member | — | ||
| ELIZABETH WARD | Board Member | — | ||
| HEATHER VIA | Board Member | — | ||
| FAYE WARMKESSEL | Board President | — | ||
| MARGE STURM | Secretary | — | ||
| ALISON WHALEN | Treasurer | — | ||
| DAVID RICHIE | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAMARA BLACK | Artistic Director | — | ||
| JAMIE CAPORIZO | Executive Director | — | ||
| MICHAEL FEENEY | Board Member | — | ||
| SHERRY CAMERON | Board Member | — | ||
| THEODORE BASSANO | Board Member | — | ||
| BRAD GALE | Board Member | — | ||
| ROBERT SEESENGOOD | Board Member | — | ||
| JOYCE FARMER | Board Member | — | ||
| FAYE WARMKESSEL | Board President | — | ||
| MARGE STURM | Secretary | — | ||
| ALISON WHALEN | Treasurer | — | ||
| DAVID RICHIE | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAMARA BLACK | Artistic Director | — | ||
| JOYCE FARMER | Executive Director | — | ||
| MICHAEL FEENEY | Board Member | — | ||
| SHERRY CAMERON | Board Member | — | ||
| THEODORE BASSANO | Board Member | — | ||
| JAMIE CAPORIZO | Board Member | — | ||
| BRAD GALE | Board Member | — | ||
| ROBERT SEESENGOOD | Board Member | — | ||
| FAYE WARMKESSEL | Board President | — | ||
| MARGE STURM | Secretary | — | ||
| ALISON WHALEN | Treasurer | — | ||
| DAVID RICHIE | Board President | — |
Score breakdown
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 28 points above the peer median (65 vs. 37).
5-year trend: Mission Drift
Highly volatile revenue swings year over year paired with fluctuating Program Scores. The organization is constantly pivoting to chase restricted grant funding rather than building a sustainable core.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.