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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | 6.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 6.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 4.5% | 40 | Fragile | Recovery | |
| 2021 | — | — | 39.7% | 22 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 5.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 5.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 4.3% | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 6.3% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 7.7% | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 7.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 4.7% | 35 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD BERKOWITZ | Executive Director | 4.0% of Rev | ||
| RICHARD BERKOWITZ | Executive Director | 3.9% of Rev | ||
| CATHARINE BERKOWITZ | OFFICE MANAGER & BOARD TRE | 2.6% of Rev | ||
| CATHARINE BERKOWITZ | OFFICE MANAGER & BOARD TRE | 2.4% of Rev | ||
| ROBERT ROMAGNO SR | Board President | — | ||
| CHRISTOPHER KEMMERER | Secretary | — | ||
| GIL CORONADO | Board Member | — | ||
| ANDY WORTHINGTON | Board Member | — | ||
| CHRISTINA CONNOLLY | Board Member | — | ||
| ROBERT ROMAGNO SR | Board President | — | ||
| CHRISTOPHER KEMMERER | Secretary | — | ||
| GIL CORONADO | Board Member | — | ||
| ANDY WORTHINGTON | Board Member | — | ||
| CHRISTINA CONNOLLY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD BERKOWITZ | Executive Director | 3.4% of Rev | ||
| Richard Berkowitz | Executive Director | 3.4% of Rev | ||
| RICHARD BERKOWITZ | Executive Director | 3.4% of Rev | ||
| Catharine Berkowitz | Treasurer | 1.1% of Rev | ||
| CATHARINE BERKOWITZ | Treasurer | 1.0% of Rev | ||
| CATHARINE BERKOWITZ | Treasurer | 1.0% of Rev | ||
| ROBERT ROMAGNO SR | Board President | — | ||
| CHRISTOPHER KEMMERER | MEMBERSHIP COORDINATOR | — | ||
| GIL CORONADO | Board Member | — | ||
| ANDY WORTHINGTON | Board Member | — | ||
| CHRISTINA CONNOLLY | Board Member | — | ||
| Robert Romagno Sr | Board President | — | ||
| Christophe Kemmerer | Secretary | — | ||
| Gil Coronado | Board Member | — | ||
| Jake Seip | Board Member | — | ||
| Chris Kemmerer | Board Member | — | ||
| Christina Connolly | Board Member | — | ||
| ROBERT ROMAGNO SR | Board President | — | ||
| CHRISTOPHER KEMMERER | Secretary | — | ||
| GIL CORONADO | Board Member | — | ||
| ANDY WORTHINGTON | Board Member | — | ||
| CHRISTINA CONNOLLY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 13 other orgs in PA with NTEE prefix A5.
Most-divergent component: financial score sits 42 points below the peer median (0 vs. 42).
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.
Overall score has gone from 34 → 32 over 5 years (declining by 2 points).
What's driving this score
- Comp-to-revenue ratio of 6.5% 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.