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
Governance Advisory
📋 Compliance Status
Overdue: 192 days
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2020 | Hidden | — | — | 20 | Critical Intervention Needed | Decline Risk | |
| 2019 | Hidden | — | — | 40 | Critical Intervention Needed | Recovery | |
| 2018 | Hidden | — | — | 22 | Critical Intervention Needed | Stable Watch | |
| 2017 | Hidden | — | — | 20 | Critical Intervention Needed | Gov Risk | |
| 2016 | Hidden | — | — | 22 | Critical Intervention Needed | Stable Watch | |
| 2015 | Hidden | — | — | 22 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VICTORIA LIBERATORI | Executive Director | — | ||
| KRISTINE HOLTVEDT | Board President | — | ||
| ANNE REISS | Treasurer | — | ||
| JANICE ORLANDI | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 52 other orgs in NM with NTEE prefix A6.
Most-divergent component: financial score sits 44 points below the peer median (0 vs. 44).
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 22 → 20 over 5 years (declining by 2 points).
What's driving this score
- Liberatori, Victoria holds 6 distinct authority roles, which creates concentration risk.
- Governance score is in the bottom quartile of the sector, typically driven by compensation concentration or related authority clustering.
- 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.