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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 16.8% | 39 | Fragile | Gov Risk | |
| 2022 | — | — | 8.7% | 48 | Fragile | Recovery | |
| 2021 | — | — | 31.0% | 44 | Governance-Stressed | Recovery | |
| 2020 | — | — | 15.4% | 29 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 13.4% | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 12.7% | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 14.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 12.4% | 29 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 14.9% | 25 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 15.8% | 22 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 9.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 8.4% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET GRIFFEN | Board Member | 16.8% of Rev | ||
| GAVIN HANLON | Board President | — | ||
| MICHAEL OLENSKI | VICE-PRESIDE | — | ||
| TIMOTHY KNOWLES | Secretary | — | ||
| ED FLANAGAN | Treasurer | — | ||
| JOSEPH VESCOVICH | Board Member | — | ||
| GARY PERKISS | Board Member | — | ||
| CAROL VENTURA | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET GRIFFEN | Board Member | 16.8% of Rev | ||
| GAVIN HANLON | Board President | — | ||
| MICHAEL OLENSKI | VICE-PRESIDE | — | ||
| TIMOTHY KNOWLES | Secretary | — | ||
| ED FLANAGAN | Treasurer | — | ||
| JOSEPH VESCOVICH | Board Member | — | ||
| GARY PERKISS | Board Member | — | ||
| CAROL VENTURA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET GRIFFEN | Board Member | 15.5% of Rev | ||
| GAVIN HANLON | Board President | — | ||
| MICHAEL OLENSKI | VICE-PRESIDE | — | ||
| TIMOTHY KNOWLES | Secretary | — | ||
| ED FLANAGAN | Treasurer | — | ||
| JOSEPH VESCOVICH | Board Member | — | ||
| GARY PERKISS | Board Member | — | ||
| CAROL VENTURA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET GRIFFEN | Board Member | 15.9% of Rev | ||
| GAVIN HANLON | Board President | — | ||
| MICHAEL OLENSKI | VICE-PRESIDE | — | ||
| TIMOTHY KNOWLES | Secretary | — | ||
| ED FLANAGAN | Treasurer | — | ||
| CAROL VENTURA | Board Member | — | ||
| JOSEPH VESCOVICH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET GRIFFEN | Board Member | 15.7% of Rev | ||
| ED FLANAGAN | Treasurer | — | ||
| GAVIN HANLON | Board President | — | ||
| TIMOTHY KNOWLES | Secretary | — | ||
| MICHAEL OLENSKI | VICE-PRESIDE | — | ||
| GARY PERKISS | GENERAL COUN | — | ||
| CAROL VENTURA | Board Member | — | ||
| JOSEPH VESCOVICH | 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: program score sits 11 points above the peer median (45 vs. 34).
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 16.8% sits within the sector's healthy band (18–22%).
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.