Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↓
Overall
41
Score
Governance
45
Score
Financial
25
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 19.1% | 41 | Fragile | Decline Risk | |
| 2021 | — | — | — | 49 | Fragile | Recovery | |
| 2020 | — | — | 13.2% | 42 | Fragile | Recovery | |
| 2019 | — | — | 23.3% | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 48 | Fragile | Recovery | |
| 2015 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 45 | Fragile | Stable Watch | |
| 2013 | — | — | — | 45 | Fragile | Recovery | |
| 2012 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | 34.1% | 38 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RENEE PESCI | Executive Director | 12.9% of Rev | ||
| RENEE PESCI | Executive Director | 10.6% of Rev | ||
| LAURA BRUNEY | Executive Director | 8.5% of Rev | ||
| LAURA BRUNEY | FOUNDER | 5.4% of Rev | ||
| PAMELA FUERTES-BERTI | VICE CHAIRMAN | — | ||
| ELIZABETH COPPOLECCHIA | Secretary | — | ||
| MATTHEW ANDERSON | Board Member | — | ||
| JOHN COPELAND | Board Member | — | ||
| GINA GENNA | Board Member | — | ||
| MARIA BUDET | CHAIRMAN | — | ||
| KYLE LEVERETT | Treasurer | — | ||
| JOSE L GONZALEZ | Board Member | — | ||
| JOHN HICKS | Board Member | — | ||
| KIM HILLS | Board Member | — | ||
| ANNETTE MALKIN | Board Member | — | ||
| DALE EDWARDS | Board Member | — | ||
| ALEXANDRA PHIPPS | Board Member | — | ||
| SEBASTIEN LABOUREAU | Board President | — | ||
| ROSANNE GIBEL | Board Member | — | ||
| PAMELA FUERTES-BERTI | CHAIRMAN | — | ||
| ELIZABETH COPPOLECCHIA | Secretary | — | ||
| MATTHEW ANDERSON | Board Member | — | ||
| JOHN COPELAND | Board Member | — | ||
| GINA GENNA | Board Member | — | ||
| MARIA BUDET | Board Member | — | ||
| KYLE LEVERETT | Board Member | — | ||
| JOSE L GONZALEZ | Board Member | — | ||
| JOHN HICKS | Board Member | — | ||
| KIM HILLS | Board Member | — | ||
| ANNETTE MALKIN | Board Member | — | ||
| DALE EDWARDS | Board Member | — | ||
| ALEXANDRA PHIPPS | Board Member | — | ||
| MEREDETH MCKISSISK | Treasurer | — | ||
| BRUCE LEVINE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA A BRUNEY | EXECUTIVE STAFF | 13.6% of Rev | ||
| MARIA BUDET | CHAIRMAN | — | ||
| JOHN COPELAND | Board Member | — | ||
| ELIZABETH COPPALECCHIA | Secretary | — | ||
| PAMELA FUERTES-BERTI | VICE CHAIRMAN | — | ||
| ROSANNE GIBEL | Board Member | — | ||
| JOSE GONZALEZ | Board Member | — | ||
| JOHN HICKS | Board Member | — | ||
| JENNI PERSON | Board Member | — | ||
| ALEXANDRA PHIPPS | Board Member | — | ||
| SEBASTIEN LABOUREAU | Board President | — | ||
| KYLE LEVERETT | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA BRUNEY | Board Member | 10.8% of Rev | ||
| STEPHEN BELTH | Board President | — | ||
| MARIA BUDET | Board President | — | ||
| ELIZABETH COPPOLECCHIA | Secretary | — | ||
| KYLE LEVERETT | Treasurer | — | ||
| SEBASTIEN LABOUREAU | Board President | — | ||
| AUDRI AMORO | Board Member | — | ||
| MORGAN BEN DAVID | Board Member | — | ||
| JOHN COPELAND | Board Member | — | ||
| PAMELA FUERTES-BERTI | Board Member | — | ||
| ROSANNE GIBEL | Board Member | — | ||
| JOSE L GONZALEZ | Board Member | — | ||
| LOURDES HILLARD | Board Member | — | ||
| NICOLE SMITH | Board Member | — | ||
| RALPH VASALLO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA BRUNEY | Board Member | 11.4% of Rev | ||
| STEPHEN BELTH | Board President | — | ||
| MARIA BUDET | Board President | — | ||
| ELIZABETH COPPOLECCHIA | Secretary | — | ||
| KYLE LEVERETT | Treasurer | — | ||
| SEBASTIEN LABOUREAU | Board President | — | ||
| AUDRI AMORO | Board Member | — | ||
| MORGAN BEN DAVID | Board Member | — | ||
| JOHN COPELAND | Board Member | — | ||
| PAMELA FUERTES-BERTI | Board Member | — | ||
| NOELLE A GALPERIN | Board Member | — | ||
| ROSANNE GIBEL | Board Member | — | ||
| JOSE L GONZALEZ | Board Member | — | ||
| LOURDES HILLARD | Board Member | — | ||
| AMY SHERIT | Board Member | — | ||
| NICOLE SMITH | Board Member | — | ||
| RALPH VASALLO | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
25 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
41 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 50 other orgs in FL with NTEE prefix A9.
Most-divergent component: financial score sits 46 points below the peer median (25 vs. 71).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 19.1% 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.