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 | — | — | Unknown | — | |
| 2023 | — | — | 8.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 5.2% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | 17.6% | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 21.2% | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 10.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 7.0% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 49 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 51 | Fragile | Stable Watch | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robin Kearton | Executive Director | 9.9% of Rev | ||
| John Lusardi | Bookkeeper | 8.9% of Rev | ||
| Thomas Faux | Secretary | 5.9% of Rev | ||
| Albert Fuller | At Large | — | ||
| Richard Murphy | At Large | — | ||
| Bo Liu | At Large | — | ||
| Linda Owens | At Large | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robin Kearton | Board President | 5.2% of Rev | ||
| Mary Shepherd | Treasurer | — | ||
| Aaron Ebata | Secretary | — | ||
| Thomas Faux | Board Member | — | ||
| Richard Murphy | Board Member | — | ||
| Linda Owens | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robin Kearton | Board President | 12.4% of Rev | ||
| Thomas Faux | Board Member | 9.5% of Rev | ||
| Sylvia Sullivan | Board Member | — | ||
| Mary Shepherd | Treasurer | — | ||
| Aaron Ebata | Secretary | — | ||
| Christine Atkinson | Board Member | — | ||
| Richard Murphy | Board Member | — |
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 31 points below the peer median (10 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
- Comp-to-revenue ratio of 8.0% 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.