Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
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
55
Score
Governance
58
Score
Financial
50
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
2025
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 | 4.8% | 55 | Fragile | Recovery | |
| 2023 | — | — | 6.2% | 50 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 5.5% | 50 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 6.1% | 54 | Fragile | Decline Risk | |
| 2020 | — | — | 3.7% | 49 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 6.6% | 48 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 6.6% | 44 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 7.5% | 42 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 6.4% | 48 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 7.8% | 50 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 6.7% | 52 | Fragile | Gov Risk | |
| 2013 | — | — | 6.8% | 52 | Fragile | Gov Risk | |
| 2012 | — | — | 2.7% | 55 | Fragile | Stable Watch | |
| 2011 | — | — | 4.2% | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MAX WEINTRAUB | Executive Director | 4.8% of Rev | ||
| CHRIS BERNECKER | Board President | — | ||
| JAMIE P MUSSELMAN | Board President | — | ||
| NANCY ODORSKI | Secretary | — | ||
| THOMAS SCALICI | Treasurer | — | ||
| MARGARET PLYMPTON | ASSISTANT TR | — | ||
| MARLENE BEERS | Board Member | — | ||
| STEPHANIE BRITTON | Board Member | — | ||
| GREG L BUTZ | Board Member | — | ||
| AMALIA DACHE | Board Member | — | ||
| SUSAN GADOMSKI | Board Member | — | ||
| FRANCIE BISHOP GOOD | Board Member | — | ||
| PEGGY HERMAN | Board Member | — | ||
| KARINA AGUILERA SKVIRSKY | Board Member | — | ||
| JEDEDIAH H K TURNER | Board Member | — | ||
| JIM KLUNK | Board Member | — | ||
| BRUCE WALDMAN | Board Member | — | ||
| PATRICIA JOHNSON | Board Member | — | ||
| CAROLYN P STENNETT | Board Member | — | ||
| STEPHEN WEISS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MAX WEINTRAUB | Executive Director | 4.3% of Rev | ||
| MICHELLE R STRINGER | Board President | — | ||
| CAROLYN P STENNETT | Board President | — | ||
| SUSAN GADOMSKI | Secretary | — | ||
| THOMAS SCALICI | Treasurer | — | ||
| MARGARET PLYMPTON | ASSISTANT TR | — | ||
| GREG L BUTZ | Board Member | — | ||
| AMALIA DACHE | Board Member | — | ||
| JAMIE P MUSSELMAN | Board Member | — | ||
| FRANCIE BISHOP GOOD | Board Member | — | ||
| NANCY ORDORSKI | Board Member | — | ||
| ANN E HOHE | Board Member | — | ||
| KARINA AGUILERA SKVIRSKY | Board Member | — | ||
| DAN KAINZ | Board Member | — | ||
| JEDEDIAH H K TURNER | Board Member | — | ||
| HENRY T LYONS JR | Board Member | — | ||
| BRUCE WALDMAN | Board Member | — | ||
| CHRIS BERNECKER | Board Member | — | ||
| PRITI MECHANT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID MICKENBERG RESIGNED 22420 | Board President | 4.6% of Rev | ||
| MICHELLE STRINGER | Board President | 2.0% of Rev | ||
| MAX WEINTRAUB | Board President | 0.7% of Rev | ||
| MICHELLE STRINGER | Board President | — | ||
| HENRY T LYONS JR | Board President | — | ||
| JAMIE MUSSELMAN | SECRATARY | — | ||
| ALEXANDER TOROK | Treasurer | — | ||
| FRANCIE BISHOP GOOD | Board Member | — | ||
| GREG L BUTZ | Board Member | — | ||
| SUSAN GADOMSKI | Board Member | — | ||
| ANNE HOHE | Board Member | — | ||
| VALERIE JOHNSON | Board Member | — | ||
| DAN KAINZ | Board Member | — | ||
| CHRISTIAN MARTIN | Board Member | — | ||
| NANCY ODORSKI | Board Member | — | ||
| MARGARET F PLYMPTON | Board Member | — | ||
| HEATHER RODALE | Board Member | — | ||
| JUDITH SAVCHAK | Board Member | — | ||
| THOMAS J SCALICI | Board Member | — | ||
| CAROLYN P STENNET | Board Member | — | ||
| JEDEDIAH TURNER | Board Member | — | ||
| KAREN WATERS-REID | Board Member | — | ||
| DANIEL C WELLS | Board Member | — | ||
| MICHELLE STRINGER | Board President | — | ||
| TED LYONS JR | Board President | — | ||
| JAMIE MUSSELMAN | Secretary | — | ||
| ALEXANDER TOROK | Treasurer | — | ||
| DIANNE SCOTT | ITERIM PRESI | — | ||
| FRANCIE BISHOP GOOD | Board Member | — | ||
| GREG BUTZ | Board Member | — | ||
| SUSAN GADOMSKI | Board Member | — | ||
| HON PERCY H DOUGHERTY PHD | Board Member | — | ||
| PHYLLIS L GRUBE | Board Member | — | ||
| ANNE HOHE | Board Member | — | ||
| VAL JOHNSON | Board Member | — | ||
| DAN KAINZ | Board Member | — | ||
| DOLORES A LAPUTKA ESQ | Board Member | — | ||
| CHRISTIAN MARTIN | Board Member | — | ||
| NANCY ODORSKI | Board Member | — | ||
| THOMAS PARKER | Board Member | — | ||
| PEGGY PLYMPTON | Board Member | — | ||
| HEATHER RODALE | Board Member | — | ||
| JUDITH SAVCHAK | Board Member | — | ||
| MARTHA HUTSON SAXTON | Board Member | — | ||
| TOM SCALICI | Board Member | — | ||
| CAROLYN STENNET | Board Member | — | ||
| JEDEDIAH TURNER | Board Member | — | ||
| KAREN WATERS-REID | Board Member | — | ||
| DAN WELLS | Board Member | — |
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
55 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 13 other orgs in PA with NTEE prefix A5.
Most-divergent component: financial score sits 12 points above the peer median (50 vs. 38).
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 4.8% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.