Scranton Cultural Center at the Masonic Temple
Life. Celebrated.
Mission
Mission: The Mission of the Scranton Cultural Center at the Masonic Temple is to enrich our community through culturally diverse programming and events while preserving a national historic treasure. Vision: Northeast Pennsylvania's premier hub for performance arts, entertainment , and cultural experiences, set in a unique historic structure. Core Values: Community Relationships Stewardship Education Excellence The Scranton Cultural Center at the Masonic Temple is an important community resource. It is the place people want to be and won't do without, alive with year round activity for all ages. It is a national architectural treasure to be rejuvenated as a regional center for education and community activities appealing to all.
Ruling year
1987
Executive Director
Mrs. Deborah Moran Peterson
Main address
420 North Washington Avenue
Scranton, PA 18503 USA
Formerly known as
Masonic Temple Civic Center Foundation
Civic Center Foundation at the Masonic Temple
EIN
22-2777840
NTEE code
Performing Arts Centers (A61)
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Sign in or create an account to view Form(s) 990 for 2022, 2021 and 2021.
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Communication
Programs and results
What we aim to solve
Without the Masonic Temple and Scottish Rite Cathedral of Scranton, Northeastern Pennsylvania would lack a Performing Arts Venue and Cultural Event Space capable of housing national Broadway tours, large orchestral concerts in an appropriate hall, and concerts in a unique setting. When the Scranton Cultural Center was formed, the building now recognized as a nationally historic place was on the verge of being closed and was in need of upgrades and restoration to continue to provide the region with a space for these events and the many more (weddings, fundraisers, parties, children's programs, camps and theatrical productions) that utilize the 180,000 square feet of historic event spaces. Working to maintain and utilize the space for cultural and arts purposes is a shared responsibility of the citizens of our region, and that is why a not-for-profit organization was formed to address the need.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Restoration and Rejuvenation of the Architectural Treasure
The primary purpose of the Scranton Cultural Center is to restore and rejuvenate the Architectural Treasurer, formerly, The Masonic Temple and Scottish Rite Cathedral of Scranton, PA so as to have a thriving performing arts center and civic place for the enjoyment of the inhabitants of the region.
Children and Young Performers Summer Camps and After-School Programs
Children from 3-18 learn, engage and perform in all theatrical disciplines and other arts activities during multi-week summer camp sessions and after-school activities during the school year. Fullly realized Broadway shows on our main stage in the 1800 seat Weinberg Theatre, workshops, singalongs and reviews, visual arts activities and more.
Where we work
External reviews
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsTotal number of performances
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Fiscal/Programming Year Ending Dates, June 30. Does not Include Virtual Performances.
Total number of free performances given
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Context Notes
Fiscal/Programming Year Ending Dates, June 30. Does not Include Virtual Performances.
Total number of paid seats filled for performances
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Fiscal/Programming Year Ending Dates, June 30. Does not Include Virtual Performances.
Total number of free seats filled for performances
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Fiscal/Programming Year Ending Dates, June 30. Does not Include Virtual Performances.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Implement our comprehensive strategic plan for operation and restoration.
Develop and begin a long-term capital and endowment campaign.
Raise and seek funds for the repair of the building envelope (roof, gutters and re-pointing of stone).
Expand and grow our children and youth camp and classes.
Offer a fully developed season of programming to appeal to a diverse audience base.
Expand our services for event and non-profit needs.
Restore and upgrade the main theatre and stage mechanics.
What are the organization's key strategies for making this happen?
Continue to adhere to strategic plan guidelines, timelines and goals.
Put into place the short-term and long-term goal matching criteria to ensure a consistent path.
Re-engage the public interest in restoring the civic space for their use.
Develop an inter-generational fundraising group to ensure continuous goal matching.
Engage a development and fundraising professional to champion the sustaining campaign task.
What are the organization's capabilities for doing this?
The operational staff have been refocused to support the main development/fundraising goals. The Development Team will be further enhanced to better complete revenue generation and continue the relationship building necessary.
The organization is fully capable of operating and continuing legacy programs. Public engagement and interest will allow the growth and expansion of fundraising efforts to tackle Phase IV of the restoration project and build capital to allow for the growth of program offerings.
What have they accomplished so far and what's next?
We have secured the lease arrangement of the building and built the organizational structure and seasonal plans to allow for 30 years of operation under the mission.
We have worked with government and foundations to update the most pressing needs, and to help expand our programming.
We are currently working with the Pennsylvania Historic and Museum Commission and Department of General Services to execute the repair and replacement of the roof and gutter system and any damages caused by its design failure. This project is expected to begin and end by 2027. Concurrently funds will be sought for the design and completion of Phase IV in the overall restoration and preservation project.
We must secure long-term funding to ensure the survival of the building and the ongoing operation of programs through the middle of the century and beyond.
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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Scranton Cultural Center at the Masonic Temple
Board of directorsas of 03/02/2023
Mr. John Murray
Controller City of Scranton
Term: 2019 - 2023
Daniel Santaniello
Fidelity Deposit and Discount Bank
Robert Ufberg
Ufberg and Associates
Nada Gilmartin
Nada & Co.
Steven Sherman
Penn East Federal Credit Union
Charles DeNaples
Smart Recycling, Inc.
Robert Luciani
Prudential Financial
John Murray
PA Department of Auditor General
Elaine Shepard
Classis Properties
Timothy Welby, MD
Pediatrics of NEPA
Timothy McMullen
PNC Bank
Maggie Martinelli, MBA
Scranton Area Community Foundation
Donald Rinaldi
SLR Properties, Inc.
Thomas Tulaney, II
Peoples Security Bank
Rob Grimm
Charles W Grimm Construction, Inc.
Erica Barone Pricci
Lackawanna College
Joseph Kacaba
Masonic Temple Scottish Rite Cathedral Association
Robert Savakinus
Luzerne Intermediate Unit
William Schoen
Schoen Comm
Kristen Legg
Kapital Mortgage Lending, LLC
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? No -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
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