Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
42
Score
Governance
42
Score
Financial
50
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 30.7% | 42 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 26.0% | 46 | Governance-Stressed | Recovery | |
| 2021 | — | — | 12.2% | 41 | Fragile | Recovery | |
| 2020 | — | — | 32.9% | 42 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 29.3% | 46 | Governance-Stressed | Recovery | |
| 2018 | — | — | 30.8% | 38 | Governance-Stressed | Gov Risk | |
| 2017 | — | — | 25.2% | 42 | Governance-Stressed | Recovery | |
| 2016 | — | — | 30.5% | 34 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 24.9% | 43 | Fragile | Recovery | |
| 2014 | — | — | 25.1% | 40 | Governance-Stressed | Recovery | |
| 2013 | — | — | 30.8% | 27 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 31.1% | 27 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 28.4% | 34 | Critical Intervention Needed | Gov Risk | |
| 2010 | — | — | 23.5% | 40 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRANDON BOOCKS | Executive Director | 30.4% of Rev | ||
| MARY BALAS | Board Member | — | ||
| MAJOR SMITH | Board President | — | ||
| JEN BURDEN | Treasurer | — | ||
| MIKE DULANEY | Secretary | — | ||
| KIM PELLETIER | Board Member | — | ||
| GREG MERKEL | Board Member | — | ||
| SANDRA SHAFFER | Board Member | — | ||
| JOHN KLUCK | Board President | — | ||
| JIMMY JOHNSON | Board Member | — | ||
| CARLA WHEELER | Board Member | — | ||
| SAM BREENE | Board Member | — | ||
| JENNA DILLON | Board Member | — | ||
| JACK MCDOWELL | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRANDON BOOCKS | EXECUTIVE DI | 31.5% of Rev | ||
| MARY BALAS | Board Member | — | ||
| MAJOR SMITH | Board President | — | ||
| JEN BURDEN | Treasurer | — | ||
| OLA COX | Board Member | — | ||
| MIKE DULANEY | Secretary | — | ||
| ANITA EBERLE | Board Member | — | ||
| KIM PELLETIER | Board Member | — | ||
| JIM CALDWELL | Board Member | — | ||
| GREG MERKEL | Board Member | — | ||
| SANDRA SHAFFER | Board Member | — | ||
| DAVE SNEDDEN | VICE PRESIDE | — | ||
| JIMMY JOHNSON | Board Member | — | ||
| CARLA WHEELER | Board Member | — | ||
| HARRY HOLLOWAY | Board Member | — | ||
| JENNA DILLON | Board Member | — | ||
| JACK MCDOWELL | Board Member | — | ||
| SPENCER MEHLBURGER | Board Member | — | ||
| JOHN KLUCK | Board Member | — | ||
| EMILY WEAVER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETSY KELLNER | EXECUTIVE DI | 32.7% of Rev | ||
| MARY BALAS | Secretary | — | ||
| MAJOR SMITH | Board President | — | ||
| JEN BURDEN | Treasurer | — | ||
| OLA COX | Board Member | — | ||
| MIKE DULANEY | Board Member | — | ||
| ANITA EBERLE | Board Member | — | ||
| KIM PELLETIER | Board Member | — | ||
| JACK MCDOWELL | Board Member | — | ||
| GREG MERKEL | Board Member | — | ||
| SANDRA SHAFFER | Board Member | — | ||
| BECKY GILGER | Board Member | — | ||
| LIBBY WILLIAMS | Board Member | — | ||
| DAVE SNEDDEN | VICE PRESIDE | — | ||
| JIMMY JOHNSON | Board Member | — | ||
| CARLA WHEELER | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
42 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 13 other orgs in PA with NTEE prefix A5.
Most-divergent component: program score sits 25 points below the peer median (30 vs. 55).
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 30.7% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 30.7% to under 22% of revenue — would move governance score by ~17 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.