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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2023 | Hidden | Hidden | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 22.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 48 | Fragile | Recovery | |
| 2019 | — | — | 19.9% | 43 | Fragile | Stable Watch | |
| 2018 | — | — | 18.4% | 43 | Fragile | Stable Watch | |
| 2017 | — | — | 15.6% | 43 | Fragile | Recovery | |
| 2016 | — | — | 19.8% | 37 | Fragile | Decline Risk | |
| 2015 | — | — | 19.0% | 43 | Fragile | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 17.1% | 33 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 19.6% | 33 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES L COLLINS | Board President | — | ||
| JO ANNE DESIMONE | Secretary | — | ||
| MARK D SMITH | Treasurer | — | ||
| ROSEMARY SCHROEDER | Board Member | — | ||
| FREDERICK SCHMIDT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES L COLLINS | Board President | — | ||
| JO ANNE DESIMONE | Secretary | — | ||
| MARK D SMITH | Treasurer | — | ||
| ROSEMARY SCHROEDER | Board Member | — | ||
| FREDERICK SCHMIDT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES L COLLINS | Board President | — | ||
| JO ANNE DESIMONE | Secretary | — | ||
| MARK D SMITH | Treasurer | — | ||
| ROSEMARY SCHROEDER | Board Member | — | ||
| FREDERICK SCHMIDT | Board Member | — | ||
| ART LEMBKE | Board Member | — | ||
| ROSEMARY SCHROEDER | Board Member | — | ||
| JAMES L COLLINS | Board President | — | ||
| JO ANNE DESIMONE | Secretary | — | ||
| MARK D SMITH | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 27 other orgs in IL with NTEE prefix A2.
Most-divergent component: financial score sits 26 points below the peer median (15 vs. 41).
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.
What's driving this score
- 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.