Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
45
Score
Governance
50
Score
Financial
40
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
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 45 | Fragile | Recovery | |
| 2022 | — | — | 16.9% | 39 | Fragile | Decline Risk | |
| 2021 | — | — | 12.9% | 45 | Fragile | Recovery | |
| 2020 | — | — | 17.3% | 40 | Fragile | Recovery | |
| 2019 | — | — | — | 41 | Fragile | Stable Watch | |
| 2018 | — | — | — | 41 | Fragile | Recovery | |
| 2017 | — | — | — | 35 | Fragile | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 35 | Fragile | Stable Watch | |
| 2014 | — | — | — | 35 | Fragile | Recovery | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Fragile | Stable Watch | |
| 2011 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY HOVIS | Board President | — | ||
| THOMAS HOVIS | Board President | — | ||
| BARBARA BOTT | Treasurer | — | ||
| JACK ARMANT | Board Member | — | ||
| MILLIE ARMANT | Board Member | — | ||
| DOUGLAS BELL | Board Member | — | ||
| PATRICIA BERAN | Board Member | — | ||
| ROBERT BERAN | Board Member | — | ||
| JOANNE CROSBIE | Board Member | — | ||
| KURT CROSBIE | Board Member | — | ||
| DR DENNIS KEYES | Board Member | — | ||
| KATHERINE SOROKA | Board Member | — | ||
| MARYBETH HINDS-STEFFEE | Board Member | — | ||
| SHANNON DANIEL | Board Member | — | ||
| JAMES CROOKS | Board Member | — | ||
| LYDIA CROOKS | Board Member | — | ||
| JOHN SOROKA | Executive Director | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN SOROKA | Executive Director | 14.2% of Rev | ||
| KATHERINE SOROKA | Board Member | 4.7% of Rev | ||
| NANCY HOVIS | Board President | — | ||
| THOMAS HOVIS | Board President | — | ||
| BARBARA BOTT | Treasurer | — | ||
| JACK ARMANT | Board Member | — | ||
| MILLIE ARMANT | Board Member | — | ||
| DOUGLAS BELL | Board Member | — | ||
| PATRICIA BERAN | Board Member | — | ||
| ROBERT BERAN | Board Member | — | ||
| JOANNE CROSBIE | Board Member | — | ||
| KURT CROSBIE | Board Member | — | ||
| DR DENNIS KEYES | Board Member | — | ||
| MARYBETH HINDS-STEFFEE | Board Member | — | ||
| DANIEL MORTLAND | Board Member | — | ||
| KAREN MORTLAND | Board Member | — | ||
| SHANNON DANIEL | Board Member | — | ||
| JAMES CROOKS | Board Member | — | ||
| LYDIA CROOKS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN SOROKA | Executive Director | 11.8% of Rev | ||
| DR ARTHUR STEFFEE | Board President | — | ||
| THOMAS HOVIS | Board President | — | ||
| NANCY HOVIS | Board President | — | ||
| BARBARA BOTT | Treasurer | — | ||
| JACK ARMANT | Board Member | — | ||
| MILLIE ARMANT | Board Member | — | ||
| DOUGLAS BELL | Board Member | — | ||
| PATRICIA BERAN | Board Member | — | ||
| ROBERT BERAN | Board Member | — | ||
| JOANNE CROSBIE | Board Member | — | ||
| KURT CROSBIE | Board Member | — | ||
| DR DENNIS KEYES | Board Member | — | ||
| KATHERINE SOROKA | Board Member | — | ||
| MARYBETH HINDS-STEFFEE | Board Member | — | ||
| DANIEL MORTLAND | Board Member | — | ||
| KAREN MORTLAND | Board Member | — | ||
| SHANNON DANIEL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN SOROKA | Executive Director | 6.7% of Rev | ||
| DR ARTHUR STEFFEE | Board President | — | ||
| THOMAS HOVIS | Board President | — | ||
| NANCY HOVIS | Board President | — | ||
| BARBARA BOTT | Treasurer | — | ||
| JACK ARMANT | Board Member | — | ||
| MILLIE ARMANT | Board Member | — | ||
| DOUGLAS BELL | Board Member | — | ||
| PATRICIA BERAN | Board Member | — | ||
| ROBERT BERAN | Board Member | — | ||
| JOANNE CROSBIE | Board Member | — | ||
| KURT CROSBIE | Board Member | — | ||
| DR DENNIS KEYES | Board Member | — | ||
| CONNIE RENNARD | Board Member | — | ||
| KATHERINE SOROKA | Board Member | — | ||
| MARYBETH HINDS-STEFFEE | Board Member | — | ||
| DANIEL MORTLAND | Board Member | — | ||
| KAREN MORTLAND | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN SOROKA | Board Member | 7.1% of Rev | ||
| DR ARTHUR STEFFEE | Board President | — | ||
| THOMAS HOVIS | Board President | — | ||
| NANCY HOVIS | Board President | — | ||
| BARBARA BOTT | Treasurer | — | ||
| JACK ARMANT | Board Member | — | ||
| MILLIE ARMANT | Board Member | — | ||
| DOUGLAS BELL | Board Member | — | ||
| PATRICIA BERAN | Board Member | — | ||
| ROBERT BERAN | Board Member | — | ||
| JOANNE CROSBIE | Board Member | — | ||
| KURT CROSBIE | Board Member | — | ||
| DR DENNIS KEYES | Board Member | — | ||
| CONNIE RENNARD | Board Member | — | ||
| KATHERINE SOROKA | Board Member | — | ||
| MARYBETH HINDS-STEFFEE | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
45 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 42 other orgs in PA with NTEE prefix A2.
Most-divergent component: program score sits 11 points above the peer median (45 vs. 34).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.