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 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 4.3% | 35 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 2.8% | 37 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 3.9% | 41 | Financially Distressed | Recovery | |
| 2019 | — | — | 5.0% | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | 6.0% | 42 | Fragile | Recovery | |
| 2017 | — | — | 9.2% | 39 | Fragile | Recovery | |
| 2016 | — | — | 43.7% | 31 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 14.1% | 45 | Fragile | Recovery | |
| 2014 | — | — | 14.3% | 40 | Fragile | Gov Risk | |
| 2013 | — | — | 8.8% | 49 | Fragile | Gov Risk | |
| 2012 | — | — | 5.2% | 50 | Fragile | Stable Watch | |
| 2011 | — | — | 7.7% | 50 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FELECIA STANTON | Chairman | — | ||
| CHERESA PURNELL | Secretary | — | ||
| AARON CLUBB | BOARD MEMEBER | — | ||
| ERIC PEEBLES | Board Member | — | ||
| ANTHONY BUSH | Treasurer | — | ||
| LOLA JENKINS | Executive Dir. | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LOLA JENKINS | Executive Dir. | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILIP JACKSON | Executive Director | 4.3% of Rev | ||
| AARON M CLUBB | Board President | — | ||
| WILLIAM GERSTEIN | Treasurer | — | ||
| GENESSA BROWN | Secretary | — | ||
| DAVID R BLACKMON | Board Member | — | ||
| TAMEEKA CHRISTIAN | Board Member | — | ||
| FELICIA STANTON | Board Member | — | ||
| CHERESA LAFRANCES PURNELL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILIP JACKSON | Executive Director | 4.0% of Rev | ||
| TAMEEKA CHRISTIAN | Board President | — | ||
| WILLIAM GERSTEIN | Treasurer | — | ||
| GENESSA SCHULTZ | Secretary | — | ||
| AARON M CLUBB | Board Member | — | ||
| YASMEEN BANKOLE | Board Member | — | ||
| DAVID R BLACKMON | Board Member | — | ||
| CHERESA LAFRANCES PURNELL | Board Member | — | ||
| FELICIA STANTON | Board Member | — |
Score breakdown
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: 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.
What's driving this score
- Comp-to-revenue ratio of 4.3% 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.