Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
29
Score
Governance
45
Score
Financial
10
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 23.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 31.1% | 30 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 45.0% | 30 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 14.1% | 42 | Fragile | Recovery | |
| 2019 | — | — | 25.5% | 30 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 23.8% | 37 | Financially Distressed | Recovery | |
| 2017 | — | — | 21.8% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 19.8% | 37 | Fragile | Recovery | |
| 2015 | — | — | 24.9% | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 18.7% | 27 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 23.0% | 30 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 21.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 17.8% | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ANN LAPINSKI | Executive Director | 23.5% of Rev | ||
| MARY ANN LAPINSKI | Executive Director | 23.5% of Rev | ||
| REVEREND VANCE TORBERT | Board Member | — | ||
| COLLEEN HOESCH | Board Member | — | ||
| GUY LEONARD | Board President | — | ||
| THOMAS BARTOS | Treasurer | — | ||
| THEA PAVLIK | Board President | — | ||
| DANIEL SINGER | Board Member | — | ||
| JIM CUNNINGHAM | Board Member | — | ||
| BRIANA YORK-BRITNER | CHOIR REP (TERM END 6/25) | — | ||
| CAROL BURGMAN | CHOIR REP | — | ||
| TRENT GAUSE | Board Member | — | ||
| ROY DEAN | Secretary | — | ||
| STEFANIE CEDRO MOHR | Board Member | — | ||
| MARJORIE WEINSTOCK | CHOIR REP | — | ||
| REVEREND VANCE TORBERT | Treasurer | — | ||
| COLLEEN HOESCH | Secretary | — | ||
| GUY LEONARD | Board President | — | ||
| THOMAS BARTOS | Treasurer | — | ||
| THEA PAVLIK | Board President | — | ||
| NATHAN HART | CHOIR REP (TERM END 6/24) | — | ||
| JIM CUNNINGHAM | Board Member | — | ||
| BRIANA YORK-BRITNER | CHOIR REP | — | ||
| CAROL BURG | CHOIR REP | — | ||
| TRENT GAUSE | Board Member | — | ||
| ROY DEAN | Secretary | — | ||
| STEFANIE CEDRO MOHR | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ANN LAPINSKI | Executive Director | 22.3% of Rev | ||
| MATTHEW MEHAFFEY | Board Member | 11.2% of Rev | ||
| REVEREND VANCE TORBERT | Treasurer | — | ||
| COLEEN HOESCH | Secretary | — | ||
| GUY LEONARD | Board President | — | ||
| THOMAS BARTOS | Board Member | — | ||
| THEA PAVLIK | Board President | — | ||
| BILL BATTIN | Board Member | — | ||
| JIM CUNNINGHAM | Board Member | — | ||
| BRIANA YORK-BRITNER | CHOIR REP, TERM BEGINS 7/1/22 | — | ||
| CHARLOTTA DRAGENFLO | CHOIR REP | — | ||
| TRENT GAUSE | Board Member | — | ||
| SUE BERTENTHAL | CHOIR REP, TERM ENDED 6/30/22 | — | ||
| NATHAN HART | CHOIR REP | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ANN LAPINSKI | Executive Director | 22.2% of Rev | ||
| MATTHEW MEHAFFEY | Board Member | 12.7% of Rev | ||
| REVEREND VANCE TORBERT | Treasurer | — | ||
| COLEEN HOESCH | Secretary | — | ||
| GUY LEONARD | Board President | — | ||
| THOMAS BARTOS | Board Member | — | ||
| THEA PAVLIK | Board President | — | ||
| ZANNA FREDLAND | CHOIR REP, TERM ENDED 6/30/21 | — | ||
| BILL BATTIN | Board Member | — | ||
| JIM CUNNINGHAM | Board Member | — | ||
| DIANA HARBISON | Board Member | — | ||
| CHARLOTTA DRAGENFLO | CHOIR REP | — | ||
| TRENT GAUSE | Board Member | — | ||
| SUE BERTENTHAL | CHOIR REP | — | ||
| NATHAN HART | CHOIR REP | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ANN LAPINSKI | Executive Director | 22.2% of Rev | ||
| MATTHEW MEHAFFEY | Board Member | 12.7% of Rev | ||
| REVEREND VANCE TORBERT | Board President | — | ||
| COLEEN HOESCH | Board Member | — | ||
| GUY LEONARD | Board President | — | ||
| THEA PAVLIK | Secretary | — | ||
| ZANNA FREDLAND | CHOIR REP | — | ||
| JIM CUNNINGHAM | Board Member | — | ||
| DIANA HARBISON | Board Member | — | ||
| ROY MATWAY | CHOIR REP | — | ||
| SUE BERTENTHAL | CHOIR REP | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
10 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
29 / 100
Priority Review
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 28 points below the peer median (10 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 23.5% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.