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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | 31 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 23.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 31.2% | 36 | Fragile | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 31.3% | 30 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2015 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 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 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BILL HARTUNG | EXECUTIVE DI | 21.3% of Rev | ||
| CINDY GRAY | ASSOCIATE DI | 10.3% of Rev | ||
| KATHERINE ARACRI | Board Member | — | ||
| TOM BARNICK | Board Member | — | ||
| LUISA BEIGI | Board Member | — | ||
| BETHANY CASAGRANDA | Board President | — | ||
| PRESTON CIRANNI | Board Member | — | ||
| KRISTEN GALVIN | Board Member | — | ||
| MICHELE HATHAWAY | Board Member | — | ||
| MARCI HECKLER | Board President | — | ||
| ROBERT MAX JUNKER | Board Member | — | ||
| KEVIN MCQUILLAN | Treasurer | — | ||
| CHANTELLE MOORE | Board Member | — | ||
| TARA O'BRIEN | Board Member | — | ||
| LISA POPCAK | Board Member | — | ||
| ANDREW REINHART | Board Member | — | ||
| LAURA SCHLECKER | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JASON APPELT | Board Member | — | ||
| KATHERINE ARACRI | Board Member | — | ||
| TOM BARNICK | Board Member | — | ||
| BETHANY CASAGRANDA | Board Member | — | ||
| PRESTON CIRANNI | Board Member | — | ||
| KRISTEN GALVIN | Board Member | — | ||
| CINDY GRAY | ASSOCIATE DI | — | ||
| MARCI HECKLER | Board President | — | ||
| ROBERT MAX JUNKER | Board Member | — | ||
| KEVIN MCQUILLAN | Treasurer | — | ||
| CHANTELLE MOORE | Board Member | — | ||
| TARA O'BRIEN | Board Member | — | ||
| ANDREW REINHART | Board Member | — | ||
| LAURA SCHLECKER | Secretary | — | ||
| RICH SIEBER | Board President | — | ||
| BILL HARTUNG | EXECUTIVE DI | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BILL HARTUNG | EXECUTIVE DI | 19.4% of Rev | ||
| CINDY GRAY | ASSOCIATE DI | 9.5% of Rev | ||
| RICH SIEBER | Board President | — | ||
| JASON APPELT | Board Member | — | ||
| KATHERINE ARACRI | Board Member | — | ||
| TOM BARNICK | Board Member | — | ||
| BETHANY CASAGRANDA | Board Member | — | ||
| PRESTON CIRANNI | Board Member | — | ||
| KRISTEN GALVIN | Board Member | — | ||
| MARCI HECKLER | Board President | — | ||
| ROBERT MAX JUNKER | Board Member | — | ||
| KEVIN MCQUILLAN | Treasurer | — | ||
| CHANTELLE MOORE | Board Member | — | ||
| TARA O'BRIEN | Board Member | — | ||
| ANDREW REINHART | Board Member | — | ||
| LAURA SCHLECKER | Secretary | — |
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: 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.
Overall score has gone from 34 → 31 over 5 years (declining by 3 points).
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.