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 | — | — | 18.8% | 25 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 16.5% | 24 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 17.1% | 24 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 17.8% | 22 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 19.0% | 22 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 14.1% | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 6.7% | 30 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL GIBSON | Artistic Director | 16.6% of Rev | ||
| BECCA BECK | Board Member | 5.6% of Rev | ||
| ANTHONY FORTUNA | Board Member | 2.9% of Rev | ||
| TERRA DEYO | Board Member | 2.8% of Rev | ||
| HILDA SPARROW | Board Member | 0.6% of Rev | ||
| ANDREW GUTBERLET | Treasurer | — | ||
| MICHAEL SULLIVAN | Board Member | — | ||
| JARA DORSEY-LASH | Board Member | — | ||
| SUSAN LAND | Board Member | — | ||
| NAILA BASA | Board Member | — | ||
| JULIE YODER | Board Member | — | ||
| MELISSA SHOWALTER | Board President | — | ||
| NANCY DENNIS | Secretary | — | ||
| SARAH RAJTMAJER | Board Member | — | ||
| KAREN SIMRING | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JARA DORSEY-LASH | Board Member | — | ||
| CHAO LIU | Board Member | — | ||
| SUSAN LAND | Board Member | — | ||
| ERIC HUDISH | Board Member | — | ||
| MELISSA SHOWALTER | Board Member | — | ||
| NANCY COULTER | Board Member | — | ||
| ANDREW GUTBERLET | Treasurer | — | ||
| MICHAEL SULLIVAN | Board President | — | ||
| HILDA SPARROW | Board President | — | ||
| JULIE YODER | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CONNOR K WEIGAND | Executive Dir. | 13.2% of Rev | ||
| CHAO LIU | Board Member | — | ||
| SUSAN LAND | Board Member | — | ||
| ERIC HUDISH | Board Member | — | ||
| JULIE YODER | Board Member | — | ||
| MELISSA SHOWALTER | Board Member | — | ||
| NANCY COULTER | Board Member | — | ||
| ANDREW GUTBERLET | Treasurer | — | ||
| MICHAEL SULLIVAN | Board President | — | ||
| HILDA SPARROW | Board President | — | ||
| CYNTHIA HUANG-POLLOCK | Secretary | — | ||
| ANDREW GUTBERLET | Treasurer | — | ||
| MICHAEL SULLIVAN | Board President | — | ||
| HILDA SPARROW | Board President | — | ||
| CYNTHIA HUANG-POLLOCK | Secretary | — | ||
| CHAO LIU | Board Member | — | ||
| SUSAN LAND | Board Member | — | ||
| ERIC HUDISH | Board Member | — | ||
| JULIE YODER | Board Member | — |
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 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 18.8% 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:
- 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.