Revenue had almost been cut in half from $41 million in 2001 to $23 million in 2012. To keep up with the demand, Hull House was borrowing money and had obtained substantial unfunded pension obligations. The debt ratio reached four times the industry standard, and the cycle of borrowing money couldn’t last much longer. There was disagreement about the cause of the forced closure of the Hull House, with some saying it was due to the economic climate and others saying it was the staff who were to blame for providing late financial statements and not revealing the severity of the situation. The president of the National Human Services Assembly stated that Hull House should’ve put their stubbornness to the side and looked for a partner rather than allowing the doors to close. The former chief executive of the Hull House shared that he proposed to two potential partners, but was shut down by the board since the board chair believed their debt was too large to be of any interest to partners. In an effort to save Hull House, staff attempted to reduce the nonprofits' dependence on the government by increasing fundraising and diversifying revenue