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 | 4.6% | 41 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 4.6% | 45 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 2.9% | 49 | Fragile | Recovery | |
| 2020 | — | — | 8.0% | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | 4.7% | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 3.9% | 37 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 4.4% | 39 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 4.0% | 47 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 4.0% | 47 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 2.6% | 51 | Fragile | Recovery | |
| 2013 | — | — | 4.3% | 43 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 4.4% | 47 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 5.2% | 46 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN RATTIE | Executive Director | 4.6% of Rev | ||
| MARY WUJEK | Board President | — | ||
| KURT BERNIER | Board President | — | ||
| KIRK LARTER | Treasurer | — | ||
| JIM FRENCH | Secretary | — | ||
| JAY BARTLETT | Board Member | — | ||
| AJ BRADLEY | Board Member | — | ||
| PATRICK DOBY | Board Member | — | ||
| RUSSELL BLOOM | Board Member | — | ||
| KIRK FRENCH | Board Member | — | ||
| JEFF HYDE | Board Member | — | ||
| MIKE KRIDER | Board Member | — | ||
| GREG VAN HORN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN RATTIE | PRODUCTION/GENERAL MANAGER | 1.9% of Rev | ||
| JAY BARTLETT | Board President | — | ||
| MARY WUJEK | Board President | — | ||
| ELIZABETH YODER | Board President | — | ||
| RICHARD J WISNIEWSKI | Treasurer | — | ||
| MATT JORDAN | Board Member | — | ||
| KURT BERNIER | Board Member | — | ||
| AMY FRANK | Board Member | — | ||
| ADAM MCMILLEN | Board Member | — | ||
| CHRIS HEINZ | Board Member | — | ||
| DAVE DEFILIPPIS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN GREGG | Executive Director | 4.9% of Rev | ||
| ELIZABETH YODER | Board President | — | ||
| MATT JORDAN | Board President | — | ||
| RICHARD J WISNIEWSKI | Treasurer | — | ||
| KEN SHAFRANKO | Secretary | — | ||
| DAVE DEFILIPPIS | Board Member | — | ||
| CRAIG KISSELL | Board Member | — | ||
| ADAM MCMILLEN | Board Member | — | ||
| NICK KELLO | Board Member | — | ||
| AMY FRANK | Board Member | — | ||
| CHRIS HEINZ | Board Member | — | ||
| JAY BARTLETT | Board Member | — | ||
| OJ JOHNSTON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 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: 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 4.6% 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.