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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 18.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 17.4% | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 21.1% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 24.7% | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 24.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Stable Watch | |
| 2013 | — | — | — | 51 | Fragile | Stable Watch | |
| 2012 | — | — | — | 51 | Fragile | Stable Watch | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVE CROWNER | Board Member | — | ||
| TROY DEAN | Board Member | — | ||
| SCOTT HARTWIG | Board President | — | ||
| IAN MILLER | Treasurer | — | ||
| DR SMITHA NAIR | Board Member | — | ||
| JANE PATRONO | Board Member | — | ||
| LINDSEY RINGQUIST | Board Member | — | ||
| CAROLYN JAMY SPANGLER | Board Member | — | ||
| LINDA TOKI | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVE CROWNER | Board Member | — | ||
| TROY DEAN | Board Member | — | ||
| SCOTT HARTWIG | Board President | — | ||
| DIONNE JONES-GRIM | Board Member | — | ||
| SHELLEY KNOUSE | Treasurer | — | ||
| IAN MILLER | Board Member | — | ||
| DR SMITHA NAIR | Board Member | — | ||
| JANE PATRONO | Board Member | — | ||
| ANDREA SINGLEY | Board Member | — | ||
| LINDA TOKI | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVE CROWNER | Board Member | — | ||
| SCOTT HARTWIG | Board Member | — | ||
| SHELLEY KNOUSE | Secretary | — | ||
| DONNA KNOX | Board Member | — | ||
| IAN MILLER | Board Member | — | ||
| JANE PATRONO | Board Member | — | ||
| ANDREA SINGLEY | Board President | — | ||
| LINDA TOKI | Board Member | — | ||
| KRISTINE WITHEROW | VICE-PRESIDE | — | ||
| DAVE CROWNER | Board Member | — | ||
| SCOTT HARTWIG | Board Member | — | ||
| SHELLEY KNOUSE | Secretary | — | ||
| DONNA KNOX | Board Member | — | ||
| IAN MILLER | Board Member | — | ||
| JANE PATRONO | Board Member | — | ||
| ANDREA SINGLEY | Board President | — | ||
| LINDA TOKI | Board Member | — | ||
| KRISTINE WITHEROW | VICE-PRESIDE | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVE CROWNER | Board Member | — | ||
| SUE FEHRINGER | Board Member | — | ||
| SCOTT HARTWIG | Board Member | — | ||
| SHELLEY KNOUSE | Treasurer | — | ||
| DONNA KNOX | Board Member | — | ||
| IAN MILLER | Board Member | — | ||
| JANE PATRONO | Board Member | — | ||
| ANDREA SINGLEY | Board President | — | ||
| KRISTINE WITHEROW | VICE-PRESIDE | — |
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 53 points below the peer median (0 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.