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 | 6.2% | 44 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 9.6% | 44 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 9.4% | 48 | Fragile | Recovery | |
| 2020 | — | — | 11.0% | 42 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 7.6% | 48 | Fragile | Recovery | |
| 2018 | — | — | 7.0% | 46 | Fragile | Recovery | |
| 2017 | — | — | 10.0% | 44 | Fragile | Stable Watch | |
| 2016 | — | — | 10.2% | 44 | Fragile | Stable Watch | |
| 2015 | — | — | 9.9% | 46 | Fragile | Recovery | |
| 2014 | — | — | — | 40 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 40 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 13.2% | 33 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 7.2% | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERTA JOHNSON | Executive Director | 6.2% of Rev | ||
| ANTHONY STRIPLING | Board President | — | ||
| CHRISTIN BASSETT | Board President | — | ||
| CHARLENE DRAKE | Secretary | — | ||
| ALEXIS COPSON | Board Member | — | ||
| MELISSA QUINN | Board Member | — | ||
| JENNIFER ROMAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIC THOMPSON | Executive Director | 10.5% of Rev | ||
| ANTHONY STRIPLING | Board President | — | ||
| CHRISTIN BASSETT | Board President | — | ||
| CLARE YURITCH | Board President | — | ||
| DONNA KINZEL | Treasurer | — | ||
| CHARLENE DRAKE | Board Member | — | ||
| ANN ANTHONY | Board Member | — | ||
| MONA BURKE | Board Member | — | ||
| KATHRYN CRARY | Board Member | — | ||
| MARCINE PICKRON-DAVIS | Board Member | — | ||
| SALEEM SHAIK | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIC THOMPSON | Executive Director | 10.1% of Rev | ||
| ANTHONY STRIPLING | Board President | — | ||
| CLARE YURITCH | Board President | — | ||
| DONNA KINZEL | Treasurer | — | ||
| CHARLENE DRAKE | Secretary | — | ||
| ANN ANTHONY | Board Member | — | ||
| CHRISTIN BASSETT | Board Member | — | ||
| MONA BURKE | Board Member | — | ||
| CARL COOK | Board Member | — | ||
| KATHRYN CRARY | Board Member | — | ||
| GREG DEMESQUITA | Board Member | — | ||
| SARAH GOBER | Board Member | — | ||
| MARCINE PICKRON-DAVIS | Board Member | — | ||
| SALEEM SHAIK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIC CARTER-THOMPSON | Executive Director | 10.0% of Rev | ||
| ANTHONY STRIPLING | Board President | — | ||
| CLARE YURITCH | Board President | — | ||
| DONNA KINZEL | Treasurer | — | ||
| NANCY DALY | Treasurer | — | ||
| CHARLENE DRAKE | Secretary | — | ||
| ANN ANTHONY | Board Member | — | ||
| RYAN BARNES | Board Member | — | ||
| CHRISTIN BASSETT | Board Member | — | ||
| MONA BURKE | Board Member | — | ||
| CARL COOK | Board Member | — | ||
| KATHRYN CRARY | Board Member | — | ||
| MARCINE PICKRON-DAVIS | Board Member | — | ||
| MATTHEW PANARO | Board Member | — | ||
| SALEEM SHAIK | Board Member | — |
Score breakdown
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 26 points above the peer median (60 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
- Comp-to-revenue ratio of 6.2% 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.