Institutional Maturation
What does this mean?
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
The Path Forward
The Crown
A mandate to lead the sector. It encourages the organization to mentor emerging nonprofits and embark on generational capital projects, leveraging their profound stability.
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 | 6.7% | 54 | Fragile | Recovery | |
| 2022 | — | — | 10.0% | 48 | Fragile | Recovery | |
| 2021 | — | — | 16.5% | 37 | Fragile | Recovery | |
| 2019 | — | — | 12.4% | 35 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 11.6% | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 9.8% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 11.0% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 11.2% | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 11.5% | 35 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 11.9% | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 11.7% | 35 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 12.1% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GRAEME BURGAN | Executive Director | 6.6% of Rev | ||
| BARBARA HULL | Board Member | 0.0% of Rev | ||
| WILLIAM PRIEBE | Board Member | 0.0% of Rev | ||
| ERIC RUNION | Board President | — | ||
| DAVID SHOCKEY | Board President | — | ||
| KARL RUSSO | Treasurer | — | ||
| TIM HAYES | Board Member | — | ||
| DAVID JEAVONS | Board Member | — | ||
| PAUL NEAL | Board Member | — | ||
| COLLEEN SWEETSIR | Board Member | — | ||
| ELIZABETH THOMAS | Board Member | — | ||
| JONATHAN RAJASEELAN | Secretary | — | ||
| JANETTE STANLEY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GRAEME BURGAN | Executive Director | 6.9% of Rev | ||
| ERIC RUNION | Board President | — | ||
| DAVID SHOCKEY | Board President | — | ||
| KARL RUSSO | Treasurer | — | ||
| JANETTE STANLEY | Secretary | — | ||
| SHELLEY BALUCH | Board Member | — | ||
| DAN DAVIS | Board Member | — | ||
| VIRGINIA FORMELLA | Board Member | — | ||
| TIM HAYES | Board Member | — | ||
| BARBARA HULL | Board Member | — | ||
| DAVID JEAVONS | Board Member | — | ||
| PAUL NEAL | Board Member | — | ||
| WILLIAM PRIEBE | Board Member | — | ||
| COLLEEN SWEETSIR | Board Member | — | ||
| ELIZABETH THOMAS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GRAEME BURGAN | Executive Director | 6.9% of Rev | ||
| ERIC RUNION | Board President | — | ||
| DAVID SHOCKEY | Board President | — | ||
| KARL RUSSO | Treasurer | — | ||
| COLLEEN SWEETSIR | Secretary | — | ||
| SHELLEY BALUCH | Board Member | — | ||
| DAN DAVIS | Board Member | — | ||
| VIRGINIA FORMELLA | Board Member | — | ||
| TIM HAYES | Board Member | — | ||
| BARBARA HULL | Board Member | — | ||
| DAVID JEAVONS | Board Member | — | ||
| PAUL NEAL | Board Member | — | ||
| WILLIAM PRIEBE | Board Member | — | ||
| JANETTE STANLEY | Board Member | — | ||
| ELIZABETH THOMAS | Board Member | — |
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: program score sits 28 points above the peer median (60 vs. 32).
5-year trend: Institutional Maturation
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
What's driving this score
- Comp-to-revenue ratio of 6.7% sits within the sector's healthy band (18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
What would change this score
The two changes that would most improve this score:
- 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.