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 | — | — | — | 35 | Fragile | Recovery | |
| 2022 | — | — | 11.6% | 36 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 46 | Fragile | Decline Risk | |
| 2020 | — | — | 2.0% | 48 | Fragile | Recovery | |
| 2019 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 36 | Fragile | Stable Watch | |
| 2016 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2015 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTOPHER COLLIER | Executive Director | 191.8% of Rev | ||
| RANDY HILL | Board Member | — | ||
| JAMES STEWARD | Board Member | — | ||
| WYNN LEE | Board Member | — | ||
| JONATHAN WILT | Board Member | — | ||
| KIM RAINEY | Secretary | — | ||
| LEIGH LOCKWOOD | Board President | — | ||
| KEN ROOS | Board President | — | ||
| JOHN TONER | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTOPHER COLLIER | Executive Director | 169.0% of Rev | ||
| WYNN LEE | Board Member | — | ||
| JONATHAN WILT | Board Member | — | ||
| KIM RAINEY | Secretary | — | ||
| LEIGH LOCKWOOD | Board President | — | ||
| KEN ROOS | Board President | — | ||
| JOHN TONER | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS COLLIER | EXECUTIVE DI | 97.3% of Rev | ||
| JOHN TONER | Secretary | 13.6% of Rev | ||
| STEPHANIE BENJAMIN | Board Member | — | ||
| WYNN LEE | Board Member | — | ||
| KIM RAINEY | Board President | — | ||
| KEN ROOS | VICE PRESIDE | — | ||
| JONATHAN WILT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 11 other orgs in PA with NTEE prefix A1.
Most-divergent component: program score sits 10 points below the peer median (15 vs. 25).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
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.