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 | Hidden | Hidden | — | 39 | Fragile | Stable Watch | |
| 2022 | — | — | — | 42 | Fragile | Recovery | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 39 | Fragile | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 39 | Fragile | Recovery | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 51 | Fragile | Stable Watch | |
| 2011 | — | — | — | 51 | Fragile | Recovery | |
| 2010 | — | — | 36.9% | 28 | Critical Intervention Needed | Stable Watch | |
| 2009 | — | — | 31.3% | 24 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CLAUDIA BEYER | Board President | — | ||
| KATRINA SALOKAR | Board Member | — | ||
| ANGELETTE ARIAS | Board Member | — | ||
| KELLIE BURNS | Board Member | — | ||
| CONNIE ROSELLINI | Board Member | — | ||
| ALINA GONZALEZ-DOCKERY | Board Member | — | ||
| VICTORIA NELSON | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CLAUDIA BEYER | Board President | — | ||
| ANGELA COOLEY | Treasurer | — | ||
| ANGELETTE ARIAS | Board Member | — | ||
| KELLIE BURNS | Board Member | — | ||
| CONNIE ROSELLINI | Board Member | — | ||
| DANAYDE FERNANDEZ | Board Member | — | ||
| VICTORIA NELSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TRINKA LOWE | Board President | — | ||
| NICOLETTE LONG | Board President | — | ||
| ANGELA COOLEY | Treasurer | — | ||
| ANGELETTE ARIAS | Secretary | — | ||
| CHRISTINA MEHTA PRENDIVILLE | Board Member | — | ||
| KELLIE BURNS | Board Member | — | ||
| SANDRA MARTIN RENNER | Board Member | — | ||
| JAMES ROBINSON | Board Member | — | ||
| CONNIE ROSELLINI | Board Member | — | ||
| DANAYDE FERNANDEZ | Board Member | — | ||
| JUDY TOFFEL-LICCINE MD | Board Member | — | ||
| BETH MCDONALD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TRINKA LOWE | Board President | — | ||
| NICOLETTE LONG | Board President | — | ||
| ANGELA COOLEY | Treasurer | — | ||
| ANGELETTE ARIAS | Secretary | — | ||
| CHRISTINA MEHTA PRENDIVILLE | Board Member | — | ||
| KELLIE BURNS | Board Member | — | ||
| SANDRA MARTIN RENNER | Board Member | — | ||
| JAMES ROBINSON | Board Member | — | ||
| CONNIE ROSELLINI | Board Member | — | ||
| DANAYDE FERNANDEZ | Board Member | — | ||
| JUDY TOFFEL-LICCINE MD | Board Member | — | ||
| BETH MCDONALD | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 244 other orgs in FL with NTEE prefix A6.
Most-divergent component: program score sits 14 points above the peer median (45 vs. 31).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.