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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 15.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 14.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 16.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 13.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 14.8% | 35 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 8.3% | 40 | Financially Distressed | Recovery | |
| 2016 | — | — | 7.5% | 36 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 7.1% | 40 | Financially Distressed | Recovery | |
| 2014 | — | — | 19.5% | 34 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 13.0% | 35 | Fragile | Recovery | |
| 2012 | — | — | 18.2% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 9.0% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GREG SMITH | Executive Director | 15.0% of Rev | ||
| DAN LERE | Board President | — | ||
| HAL HENTHORNE | Board President | — | ||
| MICHAEL MANDEL | Treasurer | — | ||
| TOM KIRSCHENBAUM | Secretary | — | ||
| BARBARA REASONER | Board President | — | ||
| FEDERICO ALMAREZ | Board Member | — | ||
| MARY HELEN RATJE | Board Member | — | ||
| JACKIE MITCHELL EDWARDS | Board Member | — | ||
| HANNAH COLE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN ALBERS | Executive Director | 18.3% of Rev | ||
| GREG SMITH | Executive Director | 15.0% of Rev | ||
| DAN LERE | Board President | — | ||
| HAL HENTHORNE | Board President | — | ||
| MICHAEL MANDEL | Treasurer | — | ||
| TOM KIRSCHENBAUM | Secretary | — | ||
| BARBARA REASONER | Board President | — | ||
| FEDERICO ALMAREZ | Board Member | — | ||
| MARY HELEN RATJE | Board Member | — | ||
| JACKIE MITCHELL EDWARDS | Board Member | — | ||
| HANNAH COLE | Board Member | — | ||
| DAN LERE | Board President | — | ||
| TOM KIRSCHBAUM | Board President | — | ||
| MICHAEL MANDEL | Treasurer | — | ||
| BARBARA REASONER | Board President | — | ||
| HAL HENTHORNE | Board Member | — | ||
| EMMITT BOOHER | Board Member | — | ||
| MARY HELEN RATJE | Board Member | — | ||
| FEDERICO ALMAREZ | Board Member | — | ||
| SHERRY DOIL CARTER | Board Member | — | ||
| JACKIE MITCHELL EDWARDS | Board Member | — | ||
| HANNAH COLE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 9 other orgs in NM with NTEE prefix A2.
Most-divergent component: financial score sits 33 points below the peer median (0 vs. 33).
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 35 → 29 over 5 years (declining by 6 points).
What's driving this score
- Comp-to-revenue ratio of 15.0% 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.