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 | 10.4% | 38 | Financially Distressed | Stable Watch | |
| 2022 | — | — | 11.1% | 38 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 9.6% | 42 | Fragile | Recovery | |
| 2020 | — | — | 8.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 8.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 8.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 7.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 8.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 6.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 7.0% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 10.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 11.9% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 16.5% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VALERIE REINHARDT | Executive Director | 10.4% of Rev | ||
| DIANE BEGANY | Board President | — | ||
| COLLEEN DAVIS | VICE PRESIDE | — | ||
| JOHN ROSADO | Secretary | — | ||
| DIANNE JACOBETZ | Treasurer | — | ||
| VERONICA BOCIAN | Board Member | — | ||
| CHARLENE ZEBROWSKI AUGELLO | Board Member | — | ||
| BARBARA VOGELGESANG | Board Member | — | ||
| JILL DUNN JONES | Board Member | — | ||
| JAMIE REIF TAYLOR RETIRED 121223 | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VALERIE REINHARDT | Executive Director | 9.7% of Rev | ||
| DIANE BEGANY | Board President | — | ||
| COLLEEN DAVIS | VICE PRESIDE | — | ||
| JAMIE TAYLOR | Treasurer | — | ||
| JOHN ROSADO | Secretary | — | ||
| DIANNE JACOBETZ | Board Member | — | ||
| VERONICA BOCIAN | Board Member | — | ||
| CHARLENE ZEBROWSKI AUGELLO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VALERIE REINHARDT | Executive Director | 6.0% of Rev | ||
| DIANE BEGANY | Board President | — | ||
| COLLEEN DAVIS | VICE PRESIDE | — | ||
| JAMIE TAYLOR | Treasurer | — | ||
| JOHN ROSADO | Secretary | — | ||
| DIANNE JACOBETZ | Board Member | — | ||
| VERONICA BOCIAN | Board Member | — | ||
| CHARLENE ZEBROWSKI AUGELLO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VALERIE REINHARDT | Executive Director | 7.1% of Rev | ||
| JAMIE TAYLOR | Board President | — | ||
| DIANNE JACOBETZ | Treasurer | — | ||
| COLLEEN DAVIS | Secretary | — | ||
| ERIC FAISETTY | Board Member | — | ||
| DIANE BEGANY | Board Member | — | ||
| JOHN ROSADO | Board Member | — | ||
| VERONICA BOCIAN | Board Member | — | ||
| CHARLENE ZEBROWSKI AUGELLO | 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 10.4% 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.