Mission Drift
What does this mean?
Highly volatile revenue swings year over year paired with fluctuating Program Scores. The organization is constantly pivoting to chase restricted grant funding rather than building a sustainable core.
The Path Forward
The Lodestar
A radical recommitment to the core mission. It requires the organization to gain the strength to say 'no' to restricted funding that pulls them away from their true purpose.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 20.6% | 42 | Governance-Stressed | Recovery | |
| 2022 | — | — | 25.9% | 28 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 26.9% | 40 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 28.0% | 26 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 23.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 23.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 27.8% | 25 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 19.8% | 28 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 23.7% | 30 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 22.5% | 28 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 19.9% | 36 | Governance-Stressed | Gov Risk | |
| 2012 | — | — | 18.4% | 35 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 11.7% | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICTORIA PISCITELLI | Board Member | — | ||
| JENNY PERRY | Board Member | — | ||
| DORY-JEAN BENIQUEZ | Board Member | — | ||
| MARK MEROLLA | Board President | — | ||
| WILLIAM COTTER | Board President | — | ||
| HEATHER HAFER | Secretary | — | ||
| ABI YOUNG | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLISON MCMILLAN | Board Member | — | ||
| JENNY PERRY | Board Member | — | ||
| LIZ TOIGO | Board Member | — | ||
| MARK MEROLLA | Board President | — | ||
| WILLIAM COTTER | Board President | — | ||
| HEATHER HAFER | Secretary | — | ||
| VICTORIA L PISCITELLI CPA | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LASHAWNA BEAN | Board Member | — | ||
| KATURAH H SOTZIN | Board Member | — | ||
| WILLIAM COTTER | Board President | — | ||
| TONI MARIE PALMERTREE-MUTH | Board President | — | ||
| MICHELE CRAMER | Secretary | — | ||
| VICTORIA L PISCITELLI CPA | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 13 points above the peer median (50 vs. 37).
5-year trend: Mission Drift
Highly volatile revenue swings year over year paired with fluctuating Program Scores. The organization is constantly pivoting to chase restricted grant funding rather than building a sustainable core.
What's driving this score
- Comp-to-revenue ratio of 20.6% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.