Governance Lag
What does this mean?
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
The Path Forward
The Scaffold
Brings immediate structural maturity. It represents the necessity of outside, independent oversight to manage new scale, breaking the echo chamber of a founding 'friends and family' board.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | 43 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 28 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 24 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 17.9% | 20 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 27.9% | 20 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 29.4% | 20 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 24.9% | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 21.7% | 27 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 19.9% | 27 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 20.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 20.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 20.3% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 23.3% | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILLIAM KLAIBER | Board President | — | ||
| MICHAEL PELUSO | VICE PRESIDE | — | ||
| BOB WEST | Treasurer | — | ||
| TINA ANTONICELLI | Secretary | — | ||
| MINDY DEARDORFF | Board Member | — | ||
| SHERRYL HEBERLIG | Board Member | — | ||
| JUSTIN PETTINGELL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILLIAM KLAIBER | Board President | — | ||
| MICHAEL PELUSO | VICE PRESIDE | — | ||
| BOB WEST | Treasurer | — | ||
| TINA ANTONICELLI | Secretary | — | ||
| MINDY DEARDORFF | Board Member | — | ||
| SHERRYL HEBERLIG | Board Member | — | ||
| JUSTIN PETTINGELL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIE WITMER | FORMER EXEC | 5.2% of Rev | ||
| WILLIAM KLAIBER | Board President | — | ||
| MICHAEL PELUSO | VICE PRESIDE | — | ||
| BOB WEST | Treasurer | — | ||
| TINA ANTONICELLI | Secretary | — | ||
| MINDY DEARDORFF | Board Member | — | ||
| SHERRYL HEBERLIG | Board Member | — | ||
| JUSTIN PETTINGELL | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 4 other orgs in PA with NTEE prefix A4.
Most-divergent component: financial score sits 37 points above the peer median (45 vs. 8).
5-year trend: Governance Lag
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
Overall score has gone from 20 → 43 over 5 years (improving by 23 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.