Empowering each person we serve to live the life they want to live

Orland Park, IL   |  https://www.ctfillinois.org/
GuideStar Charity Check


EIN: 36-4386948


CTF is a 501(c)3 not-for-profit organization that annually assists over 620 people with developmental and intellectual disabilities throughout the state of Illinois. We are driven by our mission to empower each person we serve to live the life they want to live, and guided by our vision to create a culture where people are not defined by their differences, but recognized for the value they bring their communities.

Ruling year info


Principal Officer

Mary Pat Ambrosino

Main address

18230 Orland Pkwy

Orland Park, IL 60467 USA

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Subject area info

Vocational education

Mental health care

Substance abuse treatment

Disabled persons' rights

Human services

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Population served info

Young adults

Older adults


Low-income people

People with physical disabilities

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NTEE code info

Senior Continuing Care Communities (P75)

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Community Integrated Living Arrangement (CILA) Homes

CTF Illinois (CTF) has 32 community homes and serves over 230 people residentially within our CILA program. Each of our homes are adapted and personalized to meet each resident's style, as well as their physical and emotional needs. Individuals share their home with 2 to 7 peers and take an active role in all activities within their home.

CTF implements person-centered planning by which services within the home are developed based off the residents' choices and needs. Our trained staff will teach and guide the individuals to be as independent as possible, learning new skills in self-care, cooking, cleaning, money management and how to be a good citizen. CTF homes have 24 hour supervision provided by trained staff that are dedicated and passionate to see that each individual reaches their goals while ensuring a safe environment.

Population(s) Served
People with intellectual disabilities
People with physical disabilities
Low-income people

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of adults with a source of ongoing care

This metric is no longer tracked.
Totals By Year
Population(s) Served

People with intellectual disabilities, People with physical disabilities, People with other disabilities, Low-income people, Adults

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

In response to the growing number of people on the Prioritization for Urgency of Needs for Services (PUNS) list, we expanded the capacity of our Group Respite Supports and intend to continue doing so.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

CTF ILLINOIS (CTF) is dedicated to empowering people with intellectual and developmental disabilities to create pathways toward independence, a higher quality of life, and economic prosperity. Our person-centered programs provide educational tools for empowerment, with services including art programs, vocational training, advocacy efforts, residential services, social opportunities, community support, substance abuse treatment, group respite supports, and more, all designed to meet and evolve with the unique needs of the people we serve. We are strong supporters of individuality and firm believers in hands-on learning, with all of our programming guided by our mission to empower each person we serve to live the life they want to live and our vision to create a culture where people are not defined by their differences, but recognized for the value they bring their communities.

CTF works to accomplish our mission by helping participants achieve the following: LIVE. WORK. ADVOCATE. It is our belief that these three goals are the first steps towards living the independent lifestyle that adults with disabilities want to live.

LIVE: Adults with developmental disabilities deserve equal opportunity in the communities where they live. To help achieve this goal, CTF provides Community Integrated Living Arrangement (CILA) homes to allow individuals to live with their peers in an independent home setting. Together, they learn important life skills like cooking. cleaning, and financial responsibilities, and spend time getting involved in their communities through various outings and other recreational activities with the support of a qualified staff member.

WORK: CTF's Competitive Integrated Employment (CIE) program offers work opportunities and vocational training to participating individuals. We believe financial independence empowers people to experience community contribution in ways that encourage growth and happiness. We also assist individuals through a variety of day training programs that focus on teaching ways to improve communication, relationships, emotional development, and helpful, self-sustaining skills like using technology and public transportation.

ADVOCATE: Education is our strongest tool, which is why we encourage volunteers to get involved with our advocacy center. There, we can help break stigmas and teach people about the importance of equal treatment both in the workplace and in daily life. We also empower individuals with disabilities with knowledge about how to advocate for themselves, so they have the tools to create social change, leading to a more accepting culture.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    CTF Illinois serves adults with intellectual and developmental disabilities in the state of Illinois.

  • How is your organization collecting feedback from the people you serve?

    Paper surveys, Focus groups or interviews (by phone or in person), Case management notes, Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, other, To understand people's needs and how we can help them achieve their goals,

  • What significant change resulted from feedback?

    We make ongoing changes in our CILA program based on what our residents and their support staff suggest. These improvements include safety, accessibility, and leisure.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

  • How has asking for feedback from the people you serve changed your relationship?

    Because our programming is all person-based, feedback from participants allows us to continue evolving with the specific and unique needs of the people we serve, creating entirely customized support services rather than the typical standardized "umbrella" approach many other organizations use.

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded,

  • What challenges does the organization face when collecting feedback?

    Staff find it hard to prioritize feedback collection and review due to lack of time,


Fiscal year: Jul 01 - Jun 30
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2020 info

SOURCE: IRS Form 990


Average of 1.94 over 10 years

Months of cash in 2020 info

SOURCE: IRS Form 990


Average of 3.3 over 10 years

Fringe rate in 2020 info

SOURCE: IRS Form 990


Average of 17% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

Source: IRS Form 990 info


Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990

This snapshot of CTF ILLINOIS’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2016 2017 2018 2019 2020
Unrestricted surplus (deficit) before depreciation $1,353,003 -$4,352,428 -$69,802 -$71,465 $702,128
As % of expenses 8.6% -17.3% -0.3% -0.3% 3.3%
Unrestricted surplus (deficit) after depreciation $884,453 -$4,874,383 -$632,095 -$724,862 $47,946
As % of expenses 5.4% -19.0% -3.0% -3.4% 0.2%
Revenue composition info
Total revenue (unrestricted & restricted) $17,125,987 $20,840,320 $20,362,398 $20,390,520 $21,675,708
Total revenue, % change over prior year 6.5% 21.7% -2.3% 0.1% 6.3%
Program services revenue 97.6% 94.9% 95.5% 95.3% 95.9%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.1% 0.0% 0.1% 0.1% 0.0%
Government grants 0.9% 0.9% 0.9% 3.2% 0.8%
All other grants and contributions 1.1% 3.9% 2.7% 2.1% 3.0%
Other revenue 0.4% 0.3% 0.8% -0.7% 0.3%
Expense composition info
Total expenses before depreciation $15,800,696 $25,102,758 $20,536,253 $20,524,268 $20,982,815
Total expenses, % change over prior year 9.6% 58.9% -18.2% -0.1% 2.2%
Personnel 71.6% 58.8% 69.8% 69.6% 71.1%
Professional fees 1.5% 1.1% 1.4% 1.4% 1.4%
Occupancy 10.1% 8.8% 15.4% 15.2% 14.8%
Interest 0.5% 0.3% 0.3% 0.4% 0.4%
Pass-through 0.0% 17.9% 0.0% 0.0% 0.0%
All other expenses 16.3% 13.1% 13.0% 13.5% 12.4%
Full cost components (estimated) info 2016 2017 2018 2019 2020
Total expenses (after depreciation) $16,269,246 $25,624,713 $21,098,546 $21,177,665 $21,636,997
One month of savings $1,316,725 $2,091,897 $1,711,354 $1,710,356 $1,748,568
Debt principal payment $0 $159,787 $73,176 $20,287 $0
Fixed asset additions $707,668 $0 $612,080 $0 $0
Total full costs (estimated) $18,293,639 $27,876,397 $23,495,156 $22,908,308 $23,385,565

Capital structure indicators

Liquidity info 2016 2017 2018 2019 2020
Months of cash 6.1 1.3 0.8 0.7 2.6
Months of cash and investments 6.1 1.3 0.8 0.7 2.6
Months of estimated liquid unrestricted net assets 5.6 1.1 0.9 0.6 2.1
Balance sheet composition info 2016 2017 2018 2019 2020
Cash $7,970,723 $2,663,858 $1,353,999 $1,138,741 $4,494,840
Investments $0 $0 $0 $0 $0
Receivables $1,285,142 $979,057 $1,205,827 $848,384 $1,022,832
Gross land, buildings, equipment (LBE) $8,430,296 $8,866,340 $9,034,450 $9,116,580 $9,384,347
Accumulated depreciation (as a % of LBE) 49.3% 52.1% 52.5% 54.2% 57.0%
Liabilities (as a % of assets) 30.2% 38.2% 39.1% 43.9% 62.1%
Unrestricted net assets $9,796,270 $4,921,887 $4,289,792 $3,564,930 $3,612,876
Temporarily restricted net assets $60,000 $149,990 $45,937 $35,242 N/A
Permanently restricted net assets $0 $0 $0 $0 N/A
Total restricted net assets $60,000 $149,990 $45,937 $35,242 $26,007
Total net assets $9,856,270 $5,071,877 $4,335,729 $3,600,172 $3,638,883

Key data checks

Key data checks info 2016 2017 2018 2019 2020
Material data errors No No No No No


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization

Principal Officer

Mary Pat Ambrosino

Number of employees

Source: IRS Form 990


Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization


Highest paid employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization


Board of directors
as of 09/28/2022
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Michael J. Salvador

BMO Harris Bank

Jason Helfert

The Horton Group, Inc.

Geoffrey Pignatiello


Genevieve Kottemann Joy

Glenda Corbett

Coldwell Banker

Michelle Barnes-Beauford


Kathy Grele

BMO Private Bank

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable

Organizational demographics

SOURCE: Self-reported; last updated 8/10/2022

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation

No data


No data

Equity strategies

Last updated: 07/27/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.