Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↓
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
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 11.8% | 39 | Fragile | Stable Watch | |
| 2022 | — | — | 12.5% | 39 | Fragile | Recovery | |
| 2021 | — | — | 15.8% | 37 | Fragile | Recovery | |
| 2020 | — | — | 14.2% | 31 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 11.0% | 35 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 12.8% | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 13.0% | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 8.6% | 40 | Fragile | Recovery | |
| 2015 | — | — | 23.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TARA MALLEN | Board Member | 11.9% of Rev | ||
| Shera Street | Board President | — | ||
| Stephanie Frei | Board President | — | ||
| Andrea McDermott | Secretary | — | ||
| Vandana Ramaswamy | Treasurer | — | ||
| Phoegina Brown | Board Member | — | ||
| Ann Christophersen | Board Member | — | ||
| Emily Kneer | Board Member | — | ||
| Jennifer Kranz | Board Member | — | ||
| Meera Sundareson | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TARA MALLEN | Board Member | 11.8% of Rev | ||
| TARA MALLEN | Board Member | 11.8% of Rev | ||
| Shera Street | Board President | — | ||
| Stephanie Frei | Board President | — | ||
| Andrea McDermott | Secretary | — | ||
| Vandana Ramaswamy | Treasurer | — | ||
| Phoegina Brown | Board Member | — | ||
| Ann Christophersen | Board Member | — | ||
| Emily Kneer | Board Member | — | ||
| Shera Street | Board President | — | ||
| Stephanie Frei | Board President | — | ||
| Andrea McDermott | Secretary | — | ||
| Vandana Ramaswamy | Treasurer | — | ||
| Phoegina Brown | Board Member | — | ||
| Ann Christophersen | Board Member | — | ||
| Emily Kneer | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TARA MALLEN | Board Member | 12.3% of Rev | ||
| Andrea McDermott | Board President | — | ||
| Andrea Herrera | Board President | — | ||
| Jennifer Johnson | Secretary | — | ||
| Lisa Johnson | Treasurer | — | ||
| Ann Christophersen | Board Member | — | ||
| Stephanie Frei | Board Member | — | ||
| Karen Hott | Board Member | — | ||
| Sarah-Jayne Ashenhurst | Board Member | — | ||
| Michelle Phanthongphay | Board Member | — | ||
| Shera Street | Board Member | — | ||
| Christy Warren | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TARA MALLEN | Board Member | 9.7% of Rev | ||
| Andrea McDermott | Board President | — | ||
| Andrea Herrera | Board President | — | ||
| Jennifer Johnson | Secretary | — | ||
| Sarah-Jayne Ashenhurst | Board Member | — | ||
| Ann Christophersen | Board Member | — | ||
| Stephanie Frei | Board Member | — | ||
| Karen Hott | Board Member | — | ||
| Lisa Johnson | Board Member | — | ||
| Michelle Phanthongphay | Board Member | — | ||
| Shera Street | Board Member | — | ||
| Christy Warren | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tara Mallen | Board Member | 10.3% of Rev | ||
| Andrea Herrera | Board President | — | ||
| Andrea McDermott | Treasurer | — | ||
| Katherine Mueller | Secretary | — | ||
| Sarah-Jayne Ashenhurst | Board Member | — | ||
| Ann Christophersen | Board Member | — | ||
| Stephanie Frei | Board Member | — | ||
| Karen Hott | Board Member | — | ||
| Jennifer Johnson | Board Member | — | ||
| Lisa Johnson | Board Member | — | ||
| Shera Street | Board Member | — | ||
| Christy Warren | 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 195 other orgs in IL with NTEE prefix A6.
Most-divergent component: program score sits 13 points above the peer median (45 vs. 32).
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 11.8% 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.