Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
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 | 12.6% | 44 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 12.4% | 44 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 8.2% | 52 | Fragile | Recovery | |
| 2020 | — | — | 10.5% | 43 | Fragile | Decline Risk | |
| 2019 | — | — | 10.0% | 50 | Fragile | Recovery | |
| 2018 | — | — | 8.6% | 50 | Fragile | Recovery | |
| 2017 | — | — | 10.3% | 48 | Fragile | Stable Watch | |
| 2016 | — | — | 9.6% | 50 | Fragile | Stable Watch | |
| 2015 | — | — | 8.2% | 50 | Fragile | Decline Risk | |
| 2014 | — | — | 8.2% | 54 | Fragile | Recovery | |
| 2013 | — | — | 8.4% | 46 | Fragile | Recovery | |
| 2012 | — | — | 15.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 17.1% | 27 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | 17.9% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| M Nicholson | Board Member | 6.0% of Rev | ||
| J C Nicholson | Board Member | 6.0% of Rev | ||
| Kris Smull | Board President | — | ||
| J Whitmyer | Treasurer | — | ||
| Diego Sandino | Secretary | — | ||
| John Bivins | Board Member | — | ||
| A Campbell | Board Member | — | ||
| Patrick Hughes | Board Member | — | ||
| Mark Smith | Board Member | — | ||
| Thomas Weaver | Board Member | — | ||
| Brad Winnick | Board Member | — | ||
| David Zayas | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| M Nicholson | Board Member | 6.3% of Rev | ||
| J C Nicholson | Board Member | 6.1% of Rev | ||
| Kris Smull | Board President | — | ||
| J Williams | Board President | — | ||
| J Whitmyer | Treasurer | — | ||
| Diego Sandino | Secretary | — | ||
| Marvin Berger | Board Member | — | ||
| John Bivins | Board Member | — | ||
| A Campbell | Board Member | — | ||
| Ruby Doub | Board Member | — | ||
| Patrick Hughes | Board Member | — | ||
| Mark Smith | Board Member | — | ||
| Rob Smith | Board Member | — | ||
| Thomas Weaver | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Melissa H Nicholson | Executive Director | — | ||
| Judson C Nicholson Jr | Artistic Director | — |
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: program score sits 28 points above the peer median (60 vs. 32).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 12.6% 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.