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 | — | |
| 2023 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2020 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 45 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PETER E BOWER | Board Member | — | ||
| JACOB BRYAN | Board President | — | ||
| CHELSEA R HARRIS ESQ | Board Member | — | ||
| KEITH KESSLER | PAST PRESIDE | — | ||
| JENNIFER KING | Secretary | — | ||
| LEILA J LEVAN | Board Member | — | ||
| JOSEPH MARTIN | Board Member | — | ||
| SHERWIN SALLA | Board Member | — | ||
| JOSH SHARP | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER BLALOCK | Board Member | — | ||
| KAREN BOWER | Board President | — | ||
| JACOB BRYAN | VICE PRESIDE | — | ||
| STEPHEN DACKIEWICZ | Board Member | — | ||
| CHELSEA R HARRIS ESQ | Board Member | — | ||
| JEANNE GOLDMAN | Secretary | — | ||
| FRANK GWALTNEY | Treasurer | — | ||
| KRISTINA HEATH | Board Member | — | ||
| BRUCE HOWSON | Board Member | — | ||
| KEITH KESSLER | Board Member | — | ||
| JENNIFER KING | Board Member | — | ||
| JOSEPH MARTIN | Board Member | — | ||
| LISA MCLATCHEY | Board Member | — | ||
| SILVIA NETT-FISHER | Board Member | — | ||
| JOSH SHARP | Board Member | — | ||
| MARILYN WILLIAMS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER BLALOCK | Board Member | — | ||
| KAREN BOWER | VICE PRESIDE | — | ||
| JACOB BRYAN | Board Member | — | ||
| STEPHEN DACKIEWICZ | Board President | — | ||
| SUSAN DODGE | Board Member | — | ||
| FRANK GWALTNEY | Board Member | — | ||
| BRUCE HOWSON | Board Member | — | ||
| KEITH KESSLER | Board President | — | ||
| JENNIFER KING | Secretary | — | ||
| JOSEPH MARTIN | Board Member | — | ||
| LISA MCLATCHEY | Board Member | — | ||
| MARILYN WILLIAMS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER BLALOCK | Board Member | — | ||
| KAREN BOWER | VICE PRESIDE | — | ||
| JEFF BRYAN | Board Member | — | ||
| STEPHEN DACKIEWICZ | Board President | — | ||
| SUSAN DODGE | Board Member | — | ||
| FRANK GWALTNEY | Board Member | — | ||
| BRUCE HOWSON | Board Member | — | ||
| KEITH KESSLER | Board President | — | ||
| JENNIFER KING | Secretary | — | ||
| JOSEPH MARTIN | Board Member | — | ||
| LISA MCLATCHEY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 245 other orgs in FL with NTEE prefix A6.
Most-divergent component: financial score sits 30 points below the peer median (0 vs. 30).
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.