Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↓
Overall
36
Score
Governance
50
Score
Financial
10
Score
Program
60
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
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 13.3% | 36 | Financially Distressed | Stable Watch | |
| 2022 | — | — | 12.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 8.1% | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 19.6% | 29 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 17.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 18.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 18.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 17.7% | 27 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 15.4% | 27 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 15.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 17.7% | 41 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 18.4% | 43 | Fragile | Stable Watch | |
| 2011 | — | — | 18.9% | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Vita Litvak | Executive Dir. | 13.3% of Rev | ||
| Sigrid Lundby | Treasurer | — | ||
| Lynne Andersson | Board Member | — | ||
| Laurence Liss | Board President | — | ||
| Melissa Torpie | Board Member | — | ||
| Cynthia Chatman | Board Member | — | ||
| Mary Kurtz | Secretary | — | ||
| W Roderick Rod Gagne | Board Member | — | ||
| Thomas Gartside | Board Member | — | ||
| ReVae Boyd | Board Member | — | ||
| Debbie Lerman | Board Member | — | ||
| Baiyina Brown | Board Member | — | ||
| Lindsey Norward | Board Member | — | ||
| Susan Matyas | Board President | — | ||
| Marzena Quinn | Board Member | — | ||
| Susan Richards | Board Member | — | ||
| Trudi Williams | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nancy Sophy | Board Member | 5.3% of Rev | ||
| Dorel Shanon | Secretary | — | ||
| Kenneth Weiner | Board Member | — | ||
| Ilene Burak | Board Member | — | ||
| Susan Matyas | Board President | — | ||
| Barbara Wallace | Board Member | — | ||
| Ilene Hass | Board Member | — | ||
| Nina Grier | Board Member | — | ||
| Sigrid Lundby | Board Member | — | ||
| Dan Moscow | Board Member | — | ||
| Laurence Liss | Board President | — | ||
| Frank Aloise | Treasurer | — | ||
| MELISSA GLENN-FLEMMING | Board Member | — | ||
| Mary Kurtz | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Craig Stover | Fmr. Exec. Dir. | 11.5% of Rev | ||
| Joshua Kulick | Board Member | — | ||
| Laurence Liss | Board President | — | ||
| Frank Aloise | Treasurer | — | ||
| MELISSA GLENN-FLEMMING | Board Member | — | ||
| SIGRID LUNDBY | Board Member | — | ||
| MARCELLETTE WISE | Board Member | — | ||
| SUSAN SCHEWEL | INT. EXEC. DIR. | — | ||
| nancy sophy | Board Member | — | ||
| Dorel Shanon | Secretary | — | ||
| Kenneth Weiner | Board Member | — | ||
| Ilene Burak | Board Member | — | ||
| Susan Matyas | Board President | — | ||
| Barbara Wallace | Board Member | — | ||
| Ilene Hass | Board Member | — | ||
| Nina Grier | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Craig Stover | Executive Dir. | 11.5% of Rev | ||
| Joshua Kulick | Board President | — | ||
| Laurence Liss | Board President | — | ||
| Frank Aloise | Treasurer | — | ||
| Scott R Grumling | Board Member | — | ||
| Mary Kurtz | Board President | — | ||
| Noel Hanley | Board Member | — | ||
| Vicki Miles | Board Member | — | ||
| Dorel Shanon | Board Member | — | ||
| Kenneth Weiner | Board Member | — | ||
| Ilene Burak | Board Member | — | ||
| Susan Matyas | Secretary | — | ||
| Barbara Wallace | Board Member | — | ||
| Ilene Hass | Board Member | — | ||
| Nina Grier | Board Member | — | ||
| Mariangela Saavedra | Board Member | — | ||
| Malia Gilbert | Fmr Board Memb | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
10 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
36 / 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 26 points above the peer median (60 vs. 34).
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
- Comp-to-revenue ratio of 13.3% 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.