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 | 10.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 1.4% | 41 | Fragile | Decline Risk | |
| 2021 | — | — | 7.0% | 42 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 8.6% | 42 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 5.0% | 43 | Fragile | Stable Watch | |
| 2018 | — | — | 4.4% | 43 | Fragile | Recovery | |
| 2017 | — | — | 5.4% | 36 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 42 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 7.5% | 44 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 10.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 10.1% | 46 | Fragile | Decline Risk | |
| 2011 | — | — | 3.0% | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michelle Frank | Executive Director | 5.3% of Rev | ||
| Jeffrey Smith | Artistic Director | 5.3% of Rev | ||
| Marlene Bollar | CHAIRMAN | — | ||
| TIMOTHY S SABOL | Board President | — | ||
| Ned Moore Jr | Treasurer | — | ||
| robert corcoran | Board Member | — | ||
| charles elliott | Board Member | — | ||
| Brian Garvin | Board Member | — | ||
| Paul Mainardi | Board Member | — | ||
| Michael Reese | Board Member | — | ||
| Megan Stalker | Board Member | — | ||
| Ann Tiao | Board Member | — | ||
| Erica Zimmer | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANN O'BRIEN | Executive Director | 3.6% of Rev | ||
| REBECCA ANTCZAK | CHAIRMAN | — | ||
| TIMOTHY S SABOL | Board President | — | ||
| BRIAN GARVIN | Treasurer | — | ||
| MARLENE BOLLAR | Secretary | — | ||
| PHILLIP BROWN | Board Member | — | ||
| JACK EBENREITER | Board Member | — | ||
| CHARLES ELLIOTT | Board Member | — | ||
| PAUL MAINARDI | Board Member | — | ||
| NED MOORE | Board Member | — | ||
| LISA PARIS | Board Member | — | ||
| BILL SELMAN | Board Member | — | ||
| ANN TIAO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHAN STOECKL | Executive Director | 5.9% of Rev | ||
| PAUL MAINARDI | CHAIRMAN | — | ||
| TIMOTHY S SABOL | Board President | — | ||
| ANDREW COHEN | Treasurer | — | ||
| BILL SELMAN | Secretary | — | ||
| JAMES ADDUCCI | Board Member | — | ||
| REBECCA ANTCZAK | Board Member | — | ||
| CHARLES ELLIOTT | Board Member | — | ||
| MARLENE BOLLAR | Board Member | — | ||
| NED MOORE | Board Member | — | ||
| DAVID ROSENBAUM | Board Member | — | ||
| BRIAN GARVIN | Board Member | — | ||
| LISA PARIS | Board Member | — | ||
| JACK EBENREITER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHAN STOECKL | Executive Director | 5.9% of Rev | ||
| PAUL MAINARDI | CHAIRMAN | — | ||
| TIMOTHY S SABOL | Board President | — | ||
| ANDREW COHEN | Treasurer | — | ||
| BILL SELMAN | Secretary | — | ||
| JAMES ADDUCCI | Board Member | — | ||
| REBECCA ANTCZAK | Board Member | — | ||
| CHARLES ELLIOTT | Board Member | — | ||
| MARLENE BOLLAR | Board Member | — | ||
| NED MOORE | Board Member | — | ||
| DAVID ROSENBAUM | Board Member | — | ||
| BRIAN GARVIN | Board Member | — | ||
| LISA PARIS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 296 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 33 points below the peer median (5 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 10.7% 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.