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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 18.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 19.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 20.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 26.2% | 26 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 25.7% | 26 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 21.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 25.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 23.5% | 43 | Fragile | Gov Risk | |
| 2016 | — | — | 18.1% | 43 | Fragile | Stable Watch | |
| 2015 | — | — | — | 41 | Fragile | Decline Risk | |
| 2014 | — | — | — | 52 | Fragile | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2011 | — | — | 44.3% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Callie OBuckley | Executive Dir. | 18.3% of Rev | ||
| Lissa Garcia Lucht | Board President | — | ||
| Kathie Shultz | Board President | — | ||
| Lisa Adkins | Treasurer | — | ||
| Susan Steffy | Secretary | — | ||
| Lee Rand | Board Member | — | ||
| Don O'Sullivan | Board Member | — | ||
| David Rogers | Board Member | — | ||
| Kirstin Smith | Board Member | — | ||
| Callie OBuckley Kent | Executive Dir. | — | ||
| Lissa Garcia Lucht | Board President | — | ||
| Kathie Shultz | Board President | — | ||
| Lisa Adkins | Treasurer | — | ||
| Susan Steffy | Secretary | — | ||
| Lee Rand | Board Member | — | ||
| Don O'Sullivan | Board Member | — | ||
| David Rogers | Board Member | — | ||
| Kirstin Smith | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Andrea Cassutt | Past Exec. Dir. | 15.7% of Rev | ||
| Callie OBuckley | Executive Dir. | 3.5% of Rev | ||
| Susan J Kolokoff | Interim ED | 1.2% of Rev | ||
| Lissa Garcia Lucht | Board President | — | ||
| Kathie Shultz | Board President | — | ||
| Lisa Adkins | Treasurer | — | ||
| Susan Steffy | Secretary | — | ||
| Lee Rand | Board Member | — | ||
| Don O'Sullican | Board Member | — | ||
| David Rogers | Board Member | — | ||
| Kirstin Smith | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Andrea Cassutt | Past Exec. Dir. | 19.9% of Rev | ||
| Sam Ritter | Board President | — | ||
| Yolanda Colorado | Board President | — | ||
| Mark Murdock | Treasurer | — | ||
| Susan Steffy | Secretary | — | ||
| Rebecca Ferber | Board Member | — | ||
| Lee Rand | Board Member | — | ||
| Doug Lynam | Board Member | — | ||
| Rick Sanders | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 85 other orgs in NM with NTEE prefix A6.
Most-divergent component: financial score sits 58 points below the peer median (0 vs. 58).
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 18.9% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.