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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 10.0% | 27 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 36.9% | 25 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 20.9% | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 14.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 13.6% | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 7.0% | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | 5.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 5.9% | 31 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 7.0% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK ANDREWS | Board Member | 6.7% of Rev | ||
| KIMBERLY ENGEL | Board Member | — | ||
| KATE MEREDITH ESPOSITO | Board Member | — | ||
| CARA FRISINA | Board Member | — | ||
| SIDHARTH MOHAN | Board Member | — | ||
| DUSTIN DOVE | Board President | — | ||
| LEE M PORTER | Board President | — | ||
| ROSE MCNAMARA-JONES | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVEN WRIGHT | Board Member | — | ||
| KIMBERLY ENGEL | Board Member | — | ||
| KATE MEREDITH ESPOSITO | Board Member | — | ||
| DUSTIN DOVE | Board President | — | ||
| LEE M PORTER | Board President | — | ||
| LARRY FOWLER | Secretary | — | ||
| ROSE MCNAMARA-JONES | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN GLACCUM | Board Member | 7.9% of Rev | ||
| STEVEN WRIGHT | Board Member | — | ||
| KIMBERLY ENGEL | Board Member | — | ||
| JONATHAN EDMONDSON | Board Member | — | ||
| KATE MEREDITH ESPOSITO | Board Member | — | ||
| GIANLUCA | SAVENIJE | — | ||
| DUSTIN DOVE | Board President | — | ||
| LEE M PORTER | Board President | — | ||
| LARRY FOWLER | Secretary | — | ||
| ROSE MCNAMARA-JONES | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN GLACCUM | Board Member | 7.7% of Rev | ||
| MARK ANDREWS | Board Member | 7.2% of Rev | ||
| STEVEN WRIGHT | Board Member | — | ||
| DUSTIN DOVE | Board Member | — | ||
| KIMBERLY ENGEL | Board Member | — | ||
| ROSE MCNAMARA-JONES | DEVELOP DIR | — | ||
| ANDREA SHEAFFER | Treasurer | — | ||
| HEATHER EVANS | Board President | — | ||
| LEE M PORTER | Board President | — | ||
| LARRY FOWLER | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 461 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 48 points below the peer median (5 vs. 53).
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.
What's driving this score
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.