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 | 30.6% | 40 | Governance-Stressed | Recovery | |
| 2023 | Hidden | Hidden | 38.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 27.3% | 36 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 25.0% | 38 | Governance-Stressed | Recovery | |
| 2020 | — | — | 33.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 26.1% | 40 | Governance-Stressed | Recovery | |
| 2018 | — | — | 28.6% | 28 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 24.4% | 33 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 27.4% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 27.5% | 24 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | — | 39 | Fragile | Recovery | |
| 2013 | — | — | 21.8% | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 22.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NORMA ALRUTZ | Executive Director | 30.6% of Rev | ||
| AMBER FANTINI | Board President | — | ||
| SUSAN HUCKESTEIN | Secretary | — | ||
| KAY BURKOT | Treasurer | — | ||
| DANIELLE BLACKBURN | Board Member | — | ||
| KAREN DIVITO | Board Member | — | ||
| SARAH GETTY | Board Member | — | ||
| LOAN HUTTON | Board Member | — | ||
| LAURA PENROD KRONK | Board Member | — | ||
| EMMA LEE | Board Member | — | ||
| LEAH MCCORD | Board Member | — | ||
| KELLY MORGANO | Board Member | — | ||
| DR AUDRA REDICK | Board Member | — | ||
| DR JENNIFER TEPE | Board Member | — | ||
| KATHY WOLL | Board Member | — | ||
| STEPHANIE WILSEY | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NORMA ALRUTZ | Executive Director | 24.8% of Rev | ||
| AMBER FANTINI | Board President | — | ||
| KATHY WOLL | Board President | — | ||
| SUSAN HUCKESTEIN | Secretary | — | ||
| NANCY TRAINA | Treasurer | — | ||
| SARAH GETTY | Board Member | — | ||
| LOAN HUTTON | Board Member | — | ||
| LAURA KRONK | Board Member | — | ||
| LEAH MCCORD | Board Member | — | ||
| KRISTINE MCGINLEY | Board Member | — | ||
| KELLY MORGANO | Board Member | — | ||
| KIM MURPHY | Board Member | — | ||
| AUDRA REDICK | Board Member | — | ||
| DR JENNIFER TEPE | Board Member | — |
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 13 points above the peer median (45 vs. 32).
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 30.6% 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 30.6% 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.