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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 12.1% | 52 | Fragile | Stable Watch | |
| 2022 | — | — | 11.1% | 52 | Fragile | Recovery | |
| 2021 | — | — | 20.4% | 51 | Fragile | Gov Risk | |
| 2020 | — | — | 7.8% | 54 | Fragile | Recovery | |
| 2019 | — | — | 12.8% | 44 | Financially Distressed | Recovery | |
| 2018 | — | — | 12.9% | 51 | Fragile | Recovery | |
| 2017 | — | — | 15.0% | 45 | Fragile | Recovery | |
| 2016 | — | — | 19.2% | 40 | Fragile | Recovery | |
| 2015 | — | — | 25.3% | 37 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 10.9% | 52 | Fragile | Recovery | |
| 2013 | — | — | 5.5% | 42 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 17.9% | 41 | Fragile | Decline Risk | |
| 2011 | — | — | 9.2% | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID ADLER | EXECUTIVE DI | 7.5% of Rev | ||
| MARK RIGGS | Board President | — | ||
| CHARLES TULLIS | VICE PRESIDE | — | ||
| NATHANIEL FISSEL | Treasurer | — | ||
| C RYAN HASTINGS | Secretary | — | ||
| TAMMY GROFT | Board Member | — | ||
| BRUCE SELBY | Board Member | — | ||
| GEORGIA SIMPSON | Board Member | — | ||
| ANDREW HOFFMAN | Board Member | — | ||
| ANDREW LAWRENCE | Board Member | — | ||
| TIFFANI JUSTH | Board Member | — | ||
| MICHAEL TSHUDY | Board Member | — | ||
| ANITA LIVELSBERGER | Board Member | — | ||
| KENNETH WATSON II | Board Member | — | ||
| PAUL MINNICH | Board Member | — | ||
| TOM WITMAN | Board Member | — | ||
| SUSAN SMITH | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID ADLER | EXECUTIVE DI | 6.8% of Rev | ||
| MARK RIGGS | Board President | — | ||
| CHARLES TULLIS | VICE PRESIDE | — | ||
| NATHANIEL FISSEL | Treasurer | — | ||
| GREGORY BAIR II | Board Member | — | ||
| BRUCE SELBY | Board Member | — | ||
| C RYAN HASTINGS | Board Member | — | ||
| GEORGIA SIMPSON | Board Member | — | ||
| ANDREW HOFFMAN | Board Member | — | ||
| SAMANTHA STRAPPAZON | Board Member | — | ||
| TIFFANI JUSTH | Board Member | — | ||
| MICHAEL TSCHUDY | Board Member | — | ||
| ESTELLE KING | Board Member | — | ||
| KENNETH WATSON II | Board Member | — | ||
| PAUL MINNICH | Board Member | — | ||
| TOM WITMAN | Board Member | — | ||
| CAROLE REBERT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID ADLER | EXECUTIVE DI | 6.4% of Rev | ||
| NATHANIEL FISSEL | Board President | — | ||
| MARK RIGGS | VICE PRESIDE | — | ||
| BRUCE SELBY | Treasurer | — | ||
| CAROLE REBERT | Secretary | — | ||
| GREGORY BAIR II | Board Member | — | ||
| COURTNEY BRICKMAN | Board Member | — | ||
| LISA BRIGHAM | Board Member | — | ||
| PAMELA COLLINS | Board Member | — | ||
| C RYAN HASTINGS | Board Member | — | ||
| ANDREW HOFFMAN | Board Member | — | ||
| TIFFANI JUSTH | Board Member | — | ||
| ESTELLE KING | Board Member | — | ||
| GEORGIA SIMPSON | Board Member | — | ||
| SAMANTHA STRAPPAZON | Board Member | — | ||
| MICHAEL TSCHUDY | Board Member | — | ||
| CHARLES TULLIS | Board Member | — | ||
| KENNETH WATSON II | Board Member | — | ||
| TOM WITMAN | IMMED. PAST | — |
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: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 44 → 52 over 5 years (improving by 8 points).
What's driving this score
- Comp-to-revenue ratio of 12.1% 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.