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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 21.7% | 25 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 32.3% | 20 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 40.2% | 28 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 18.2% | 27 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 19.2% | 27 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 25.9% | 24 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 35.8% | 22 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 21.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 23.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 23.2% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 23.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Erica Stockton | Executive Dir. | 17.7% of Rev | ||
| Sebastian Grand | Board Member | 5.4% of Rev | ||
| Stephanie Schwartzberg | Board Member | — | ||
| Renee Abendroth | Board Member | — | ||
| Deborah Beck | Board Member | — | ||
| Erin Daniel | Board Member | — | ||
| Alex Godun | Board President | — | ||
| Natasha Tarampi | Board Member | — | ||
| Jean Dolan | Board Member | — | ||
| Natalie Taptykoff-Wilks | Board Member | — | ||
| Jonathan Solomons | Treasurer | — | ||
| Andrew States | Board President | — | ||
| Veronica Wetherill | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Erica Cherry | Executive Dir. | 16.9% of Rev | ||
| Robert Loughran | Board Member | 1.7% of Rev | ||
| Steve Sweetsir | Artistic Director | 0.6% of Rev | ||
| Paul Clough | Board President | — | ||
| Joseph Hochreiter | Vice Presiddent | — | ||
| Steve Kyle | Board Member | — | ||
| Potter Earle | Board President | — | ||
| Robert Loughran | Board Member | — | ||
| Joseph Hochreiter | Board President | — | ||
| Steve Sweetsir | Board Member | — | ||
| Steve Kyle | Board Member | — | ||
| Elliot Kolodny | Board Member | — | ||
| Elliot Kolodny | Board Member | — | ||
| Alex Godun | Board Member | — | ||
| Alex Godun | Board Member | — | ||
| Charlie Walker | Board Member | — | ||
| Charlie Walker | Board Member | — | ||
| Terri Grace | Board Member | — | ||
| Terri Grace | Board Member | — | ||
| Potter Earle | Board Member | — | ||
| Paul Clough | Board Member | — | ||
| Joe Erckert | Board Member | — | ||
| Joe Erckert | Board Member | — | ||
| Colleen Sweetsir | Executive Director | — | ||
| Jonathan Solomons | Treasurer | — | ||
| Andrew States | Board Member | — | ||
| Veronica Wetherill | Secretary | — | ||
| Ray Mallari | Board Member | — |
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
- Comp-to-revenue ratio of 21.7% 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:
- 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.