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 |
|---|---|---|---|---|---|---|---|
| 2021 | — | — | 9.1% | 30 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 9.9% | 30 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 7.8% | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 11.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 6.9% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 13.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 11.4% | 31 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 11.4% | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 13.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 6.3% | 30 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 7.4% | 30 | Critical Intervention Needed | Recovery | |
| 2010 | — | — | 10.9% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID M RICE | Executive Direc | 9.2% of Rev | ||
| ELIZABETH KRAINC | Board Member | — | ||
| BRIAN MCKILLIP | Board Member | — | ||
| LAWRENCE KRUPP | Board Chairman | — | ||
| ALAN BECKER | Board Member | — | ||
| SUSAN BECKER | Board Member | — | ||
| BARBARA DISKO | Board Member | — | ||
| PATRICIA NOSKA | Secretary | — | ||
| ELLEN CALLAHAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID M RICE | Executive Direc | 8.8% of Rev | ||
| ELIZABETH KRAINC | Board President | — | ||
| BRIAN MCKILLIP | Board Member | — | ||
| LAWRENCE KRUPP | Board President | — | ||
| ALAN BECKER | Board Member | — | ||
| SUSAN BECKER | Board Member | — | ||
| BARBARA DISKO | Board Member | — | ||
| PATRICIA NOSKA | Treasurer | — | ||
| ELLEN CALLAHAN | Board Member | — | ||
| ELIZABETH KRAINC | Board President | — | ||
| DAVID M RICE | Executive Direc | — | ||
| PATTY NOSKA | Treasurer | — | ||
| BRIAN MCKILLIP | Board Member | — | ||
| LAWRENCE KRUPP | Board President | — | ||
| ALAN BECKER | Board Member | — | ||
| SUSAN BECKER | Board Member | — | ||
| BARBARA DISKO | Board Member | — | ||
| ELLEN CALLAHAN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 196 other orgs in IL with NTEE prefix A6.
Most-divergent component: financial score sits 36 points below the peer median (0 vs. 36).
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.
Overall score has gone from 34 → 30 over 5 years (declining by 4 points).
What's driving this score
- Comp-to-revenue ratio of 9.1% 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.