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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 40.4% | 26 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 44.9% | 26 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 40.2% | 30 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 56.8% | 22 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 51 | Fragile | Stable Watch | |
| 2018 | — | — | — | 51 | Fragile | Recovery | |
| 2017 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 47 | Fragile | Recovery | |
| 2015 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 42.1% | 28 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 35.2% | 24 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARRY COGERT | Executive Dir. | 37.2% of Rev | ||
| ROB FELDMAN | Board President | — | ||
| TAVIS WERTS | Board President | — | ||
| BARB WOOFTER | Treasurer | — | ||
| MARK BARNES | Board Member | — | ||
| PHIL ONCLEY | Board Member | — | ||
| CARRIE SANCHEZ | Board Member | — | ||
| JANET SCHULTZ | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARRY COGERT | Board Member | 40.1% of Rev | ||
| ROB FELDMAN | Board President | — | ||
| LANCE VALT | Board President | — | ||
| ART RODRIGUEZ | Treasurer | — | ||
| JOANNE RODRIGUEZ | Treasurer | — | ||
| BARB WOOFTER | Secretary | — | ||
| JON GOTZ | Board Member | — | ||
| PHIL ONCLEY | Board Member | — | ||
| CARRIE STEIN | Board Member | — | ||
| TAIS WERTS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARRY COGERT | Board Member | 38.7% of Rev | ||
| ROB FELDMAN | Board President | — | ||
| LANCE VALT | Board President | — | ||
| BRANDON WALKER | Treasurer | — | ||
| BARB WOOFTER | Secretary | — | ||
| JONATHAN GOTZ | Board Member | — | ||
| PHIL ONCLEY | Board Member | — | ||
| TAVIS WERTS | Board Member | — | ||
| CARRIE STEEN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARRY COGERT | Executive Director | 42.7% of Rev | ||
| JOANN ADAMS | Board Member | — | ||
| JON GOTZ | Board Member | — | ||
| PHIL ONCLEY | Board Member | — | ||
| CHARLIE TRUJILLO | Board Member | — | ||
| CHRIS THYDEN | Board Member | — | ||
| TAVIS WERTS | Board Member | — | ||
| ROB FELDMAN | Board President | — | ||
| LANCE VALT | Board President | — | ||
| BRANDON WALKER | Treasurer | — | ||
| AMANDA THYDEN | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 28 points below the peer median (5 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.
What's driving this score
- Comp-to-revenue ratio of 40.4% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 40.4% to under 22% of revenue — would move governance score by ~37 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.