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 | Stable Watch | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 43 | Fragile | Recovery | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY HESFORD | Board Member | — | ||
| BRIAN KORS | Board President | — | ||
| CHRIS O'NEILL | Board Member | — | ||
| STACY OLKOWSKI | Board President | — | ||
| CHRIS PEIFER | Board Member | — | ||
| TRACEY PRICE | Board Member | — | ||
| BRAD SUKALA | Secretary | — | ||
| ADAM THURSTLIC | Treasurer | — | ||
| SCOT WEIRICH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| COURTNEY BROWN | Secretary | — | ||
| DAVE DECKER | Board Member | — | ||
| BRIAN KORS | Board Member | — | ||
| KAITLIN MCLAUGHLIN | Board Member | — | ||
| CAITLIN MCMAHON | Board Member | — | ||
| STACY OLKOWSKI | Board Member | — | ||
| STEPHANIE SHER | Board President | — | ||
| ADAM THURSTLIC | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAITLIN MCLAUGHLIN | Board Member | — | ||
| CAITLIN MCMAHON | Board Member | — | ||
| REBECCA WARDA | Board Member | — | ||
| COURTNEY BROWN | Board Member | — | ||
| DAVE DECKER | Board Member | — | ||
| STEPHANIE SHER | Board President | — | ||
| SARAH GOFFNEY | Board Member | — | ||
| BRIAN KORS | Board Member | — | ||
| HEATHER SMITH | Board Member | — | ||
| STACY OLKOWSKI | Board Member | — | ||
| ADAM THURSTLIC | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILBUR BRIONES | Secretary | — | ||
| KAITLIN MCLAUGHLIN | Board Member | — | ||
| CAITLIN MCMAHON | Board Member | — | ||
| MARY BETH RIM | Treasurer | — | ||
| REBECCA WARDA | Board Member | — | ||
| COURTNEY BROWN | Board Member | — | ||
| DAVE DECKER | Board Member | — | ||
| JARED REED | Board Member | — | ||
| DARRYL RIDGEWAY | Board Member | — | ||
| STEPHANIE SHER | Board President | — | ||
| SARAH GOFFNEY | Board Member | — | ||
| BRIAN KORS | Board Member | — | ||
| HEATHER SMITH | 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 36 points below the peer median (0 vs. 36).
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.