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
39
Score
Governance
50
Score
Financial
25
Score
Program
45
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 14.6% | 39 | Fragile | Recovery | |
| 2022 | — | — | 19.0% | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 21.4% | 43 | Fragile | Recovery | |
| 2020 | — | — | 18.6% | 33 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 16.7% | 37 | Fragile | Stable Watch | |
| 2018 | — | — | 20.6% | 37 | Fragile | Gov Risk | |
| 2017 | — | — | 19.8% | 37 | Fragile | Recovery | |
| 2016 | — | — | 21.2% | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 20.3% | 43 | Fragile | Recovery | |
| 2014 | — | — | 47.6% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 18.8% | 33 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 37.8% | 32 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LEE SAVILL-IKSIC | FORMER EXECU | 15.7% of Rev | ||
| KATHY BYNUM | Board Member | — | ||
| ANTHONY CHIANCONE | Treasurer | — | ||
| A PATRICIA DIULUS-MYERS | Board Member | — | ||
| TORRANCE GRICKS | Board President | — | ||
| MEGAN JONES | VICE PRESIDE | — | ||
| MEREDITH KEY | Board Member | — | ||
| CAROL NIEDRINGHAUS | Board Member | — | ||
| LINDSEY NOVA | Board Member | — | ||
| TAIA PANDOLFI | Board Member | — | ||
| BEN PILCHER | Secretary | — | ||
| VICTORIA TOUSCANY | Board Member | — | ||
| NICOL WILZER | EXECUTIVE DI | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lee Saville-Iksic | Executive Dir. | 14.6% of Rev | ||
| Torrance Gricks | Treasurer | — | ||
| Anthony Chiancone III | Board Member | — | ||
| Taia Pandolfi | Board Member | — | ||
| Kathy Bynum | Board Member | — | ||
| David Marden | Board President | — | ||
| Lindsey Nova | Board Member | — | ||
| A Patricia Diulus-Myers | Board Member | — | ||
| Carol Niedringhaus | Board Member | — | ||
| Benjamin Pilcher | Secretary | — | ||
| Megan Jones | Board Member | — | ||
| Liz Beresford | Board Member | — | ||
| Melissa Brewer | Board Member | — | ||
| Meredith Key | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lee Saville-Iksic | Executive Dir. | 17.1% of Rev | ||
| Liz Beresford | Board President | — | ||
| Ashley Priore | Board Member | — | ||
| Melanie Rutan | Treasurer | — | ||
| Calvin Jackson | Board Member | — | ||
| Kathy Bynum | Board Member | — | ||
| David Marden | Board President | — | ||
| Lindsey Nova | Board Member | — | ||
| A Patricia Diulus-Myers | Board Member | — | ||
| Dina Fisfis | Board Member | — | ||
| Heidi Pandolfi | Secretary | — | ||
| Megan Jones | Board Member | — | ||
| Anne Linaberger | Board Member | — | ||
| Melissa Brewer | Board Member | — | ||
| Meredith Key | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lee Saville-Iksic | Executive Dir. | 13.5% of Rev | ||
| Patrick Joyal | Board Member | — | ||
| Ashley Priore | Board Member | — | ||
| Melanie Rutan | Treasurer | — | ||
| Calvin Jackson | Board Member | — | ||
| Nicolas Gaudreau | Board Member | — | ||
| Lindsey Nova | Board Member | — | ||
| A Patricia Diulus-Myers | Board President | — | ||
| Heidi Pandolfi | Secretary | — | ||
| Anne Linaberger | Board President | — | ||
| Gerald Savage | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lee Saville-Iksic | Executive Dir. | 15.2% of Rev | ||
| A Patricia Diulus-Myers | Board President | — | ||
| Heidi Pandolfi | Secretary | — | ||
| Paula Rehn | Board Member | — | ||
| Anne Linaberger | Board President | — | ||
| Gerald Savage | Board Member | — | ||
| Bryan Tuk | Board Member | — | ||
| Patrick Joyal | Board Member | — | ||
| Kory Antonacci | Board Member | — | ||
| Melanie Rutan | Treasurer | — | ||
| Calvin Jackson | Board Member | — | ||
| Barbara Kelly | Board Member | — | ||
| Lindsey Nova | 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
25 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
39 / 100
Priority Review
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 13 points below the peer median (25 vs. 38).
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 14.6% sits within the sector's healthy band (18–22%).
- 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.