Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↓
Overall
33
Score
Governance
42
Score
Financial
25
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
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 36.4% | 33 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 37.7% | 29 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 65.7% | 25 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 45.2% | 31 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 47.5% | 25 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 39.6% | 35 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 40.5% | 29 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 38.5% | 29 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 13.9% | 36 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 7.6% | 36 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 8.0% | 40 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 7.5% | 40 | Financially Distressed | Recovery | |
| 2011 | — | — | 8.9% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL LOHRER | BUSINESS AGENT | Hidden | ||
| SHAWN FOYLE | Treasurer | Hidden | ||
| TODD NONN | Board President | Hidden | ||
| SEAN WEST | Board President | Hidden | ||
| CHRIS BARKER | Secretary | Hidden | ||
| RICH HARKINS | SERGEANT AT ARMS | Hidden | ||
| JOSHUA BEUMER | Board Member | Hidden | ||
| MARK DESCH | Board Member | Hidden | ||
| TODD KULIK | Board Member | Hidden |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TODD NONN | BUSINESS AGENT | Hidden | ||
| SHAWN FOYLE | Treasurer | Hidden | ||
| SEAN WEST | Board President | Hidden | ||
| CHRIS BARKER | Secretary | Hidden | ||
| JAMIE MUVIHILL | Board President | Hidden | ||
| ADOLF HUNDERTMARK | Secretary | Hidden | ||
| WILLIAM SCHWILM | SERGEANT AT ARMS | Hidden | ||
| CASSANDRA ECCLES | Board Member | Hidden | ||
| MARK DESCH | Board Member | Hidden | ||
| TODD KULIK | Board Member | Hidden |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TODD NONN | BUSINESS AGENT | Hidden | ||
| SHAWN FOYLE | Treasurer | Hidden | ||
| JAMIE MUVIHILL | Board President | Hidden | ||
| SEAN WEST | Board President | Hidden | ||
| ADOLF HUNDERTMARK | Secretary | Hidden | ||
| WILLIAM SCHWILM | SERGEANT AT ARMS | Hidden | ||
| CASSANDRA ECCLES | Board Member | Hidden | ||
| MARK DESCH | Board Member | Hidden | ||
| TODD KULIK | Board Member | Hidden | ||
| STEVEN SCHULTZ | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TODD NONN | BUSINESS AGENT - NEW | Hidden | ||
| SHAWN FOYLE | Treasurer | Hidden | ||
| ROBERT BROWN | BUSINESS AGENT - PRIOR | Hidden | ||
| SEAN WEST | Board President | Hidden | ||
| STEVE SCHULTZ | Board President | Hidden | ||
| ADOLF HUNTERTMARK | Secretary | Hidden | ||
| WILLIAM SCHWILM | Board Member | Hidden | ||
| DON EDKINS | Board Member | Hidden | ||
| MARK DESCH | Board Member | Hidden | ||
| MICHAEL STACK | SERGEANT AT ARMS | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT BROWN | BUSINESS AGENT | Hidden | ||
| SHAWN FOYLE | Treasurer | Hidden | ||
| SEAN WEST | Board President | Hidden | ||
| STEVE SCHULTZ | Board President | Hidden | ||
| ADOLF HUNTERTMARK | Secretary | Hidden | ||
| WILLIAM SCHWILM | Board Member | Hidden | ||
| MARK DESCH | Board Member | Hidden | ||
| MICHAEL STACK | SERGEANT AT ARMS | Hidden | ||
| DON EDKINS | Board Member | Hidden |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
25 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
33 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 296 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: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 36.4% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- Two consecutive years of deficit spending.
- 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:
- Reduce top-officer compensation from 36.4% to under 22% of revenue — would move governance score by ~29 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.