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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 13.1% | 43 | Fragile | Recovery | |
| 2022 | — | — | 80.4% | 33 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 40 | Fragile | Recovery | |
| 2020 | — | — | 31.9% | 40 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | — | 40 | Fragile | Gov Risk | |
| 2018 | — | — | — | 44 | Fragile | Recovery | |
| 2017 | — | — | 38.7% | 37 | Governance-Stressed | Recovery | |
| 2016 | — | — | 24.7% | 40 | Fragile | Recovery | |
| 2015 | — | — | 6.7% | 39 | Financially Distressed | Recovery | |
| 2014 | — | — | 39.2% | 29 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 27.8% | 29 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 7.3% | 47 | Fragile | Recovery | |
| 2011 | — | — | 12.4% | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATTHEW SCHULTZ | EXECUTIVE DI | 5.5% of Rev | ||
| ROBERT JARA | Board President | — | ||
| JOHN CARPENTER | VICE PRESIDE | — | ||
| LOUIS PAVONE | ASSISTANT TR | — | ||
| BRIAN FLOUNDERS | Treasurer | — | ||
| ROB CORREIA | Board Member | — | ||
| STEPHEN EBERLE | Board Member | — | ||
| NATHAN HALL | Board Member | — | ||
| SUZANNE MCSHANE HALL | Board Member | — | ||
| STEPHANIE STRASSEL | Board Member | — | ||
| DONNA KELLY ROMERO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matthew Schultz | Executive Director | 5.5% of Rev | ||
| Nathan Hall | Board Member | — | ||
| Nichole Shustack Esq | Board Member | — | ||
| Suzanne McShane Hall | Board Member | — | ||
| Rob Correia | Board Member | — | ||
| Brian Flounders | Board Member | — | ||
| Stephanie Strassel | Board Member | — | ||
| Stephen Eberle | Board Member | — | ||
| Robert Jara | Board President | — | ||
| John Carpenter | Board President | — | ||
| Louis Pavone | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matthew Schultz | Executive Director | 5.5% of Rev | ||
| Nathan Hall | Board Member | — | ||
| Nichole Shustack Esq | Board Member | — | ||
| Suzanne McShane Hall | Board Member | — | ||
| Rob Correia | Board Member | — | ||
| Brian Flounders | Board Member | — | ||
| Stephanie Strassel | Board Member | — | ||
| Robert Jara | Board President | — | ||
| John Carpenter | Board President | — | ||
| Louis Pavone | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 8 other orgs in PA with NTEE prefix A8.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 13.1% sits within the sector's healthy band (18–22%).
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.