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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 42 | Fragile | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER ALTEMOSE | Board President | — | ||
| TJASA CROFOOT-RITCHEY | VICE PRESIDE | — | ||
| KRISTINA WRIGHT | Treasurer | — | ||
| AMY BELET | Secretary | — | ||
| EV DUNDON | Board Member | — | ||
| JOYCE YODER | Board Member | — | ||
| STEPHANIE KUNKLE | Board Member | — | ||
| JULIAN RITCHEY | Board Member | — | ||
| ELISABETH SOLLOG | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER ALTEMOSE | Board President | — | ||
| TJASA CROFOOT-RITCHEY | VICE PRESIDE | — | ||
| JULIAN RITCHEY | Treasurer | — | ||
| LORI GEORGE | Secretary | — | ||
| AMY BELET | Board Member | — | ||
| EV DUNDON | Board Member | — | ||
| EMILY QUIROS | Board Member | — | ||
| ELISABETH SOLLOG | Board Member | — | ||
| JOYCE YODER | Board Member | — | ||
| STEPHANIE KUNKLE | Board Member | — | ||
| AMY BELET | Board Member | — | ||
| EMILY QUIROS | Board Member | — | ||
| KIM SHIVELY | Board Member | — | ||
| ELISABETH SOLLOG | Board Member | — | ||
| JOYCE YODER | Board Member | — | ||
| JENNIFER ALTEMOSE | Board President | — | ||
| TJASA CROFOOT-RITCHEY | VICE PRESIDE | — | ||
| LORI GEORGE | Secretary | — | ||
| JULIAN RITCHEY | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY BELET | Board Member | — | ||
| AMANDA LOVELL | Board Member | — | ||
| EMILY QUIROS | Board Member | — | ||
| ELISABETH SOLLOG | Board Member | — | ||
| JOYCE YODER | Board Member | — | ||
| JENNIFER ALTEMOSE | Board President | — | ||
| TJASA CROFOOT-RITCHEY | VICE PRESIDE | — | ||
| LORI GEORGE | Secretary | — | ||
| JULIAN RITCHEY | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 296 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 38 points below the peer median (0 vs. 38).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.