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 | — | — | 25.1% | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 30.1% | 28 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 17.9% | 41 | Fragile | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 20.2% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 20.2% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 23.8% | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 22.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 49 | Fragile | Recovery | |
| 2013 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTOPHER SAUNDERS | Executive Dir. | 14.5% of Rev | ||
| ALISON SAUNDERS | Board Member | 13.7% of Rev | ||
| GEOFFREY WHITE | Board President | — | ||
| MEREDITH WOLFE | Treasurer | — | ||
| MELISSA WHITE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALISON SAUNDERS | Board Member | 12.6% of Rev | ||
| CHRISTOPHER SAUNDERS | Executive Dir. | 12.1% of Rev | ||
| GEOFFREY WHITE | Board President | — | ||
| MEREDITH WOLFE | Treasurer | — | ||
| GEORGE EVANS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALISON SAUNDERS | Board Member | 12.4% of Rev | ||
| CHRISTOPHER SAUNDERS | Executive Dir. | 8.8% of Rev | ||
| GEOFFREY WHITE | Board President | — | ||
| MEREDITH WOLFE | Treasurer | — | ||
| GEORGE EVANS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTOPHER SAUNDERS | Executive Dir. | — | ||
| GEOFFREY WHITE | Board President | — | ||
| ALISON SAUNDERS | Board Member | — | ||
| MEREDITH WOLFE | Treasurer | — | ||
| GEORGE EVANS | Board Member | — |
Score breakdown
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: financial score sits 20 points below the peer median (15 vs. 35).
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 25.1% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.