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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 40 | Financially Distressed | Recovery | |
| 2020 | — | — | 47.8% | 38 | Governance-Stressed | Recovery | |
| 2019 | — | — | 29.3% | 38 | Fragile | Gov Risk | |
| 2018 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 51 | Fragile | Stable Watch | |
| 2016 | — | — | — | 51 | Fragile | Stable Watch | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 47 | Fragile | Recovery | |
| 2013 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIELA ROEDER | EXECUTIVE DI | 50.2% of Rev | ||
| PATTY BARNEY | Board Member | — | ||
| ELIZABETH DISNEY | Secretary | — | ||
| GREG GOLDSTEIN | Board Member | — | ||
| ALAN J PAOLI | Treasurer | — | ||
| JULIE PRICE | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIELA ROEDER | EXECUTIVE DI | 40.8% of Rev | ||
| GREG GOLDSTEIN | Board Member | — | ||
| JULIE PRICE | Board President | — | ||
| ALAN J PAOLI | Treasurer | — | ||
| ELIZABETH DISNEY | Secretary | — | ||
| PATTY BARNEY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIELA ROEDER | EXECUTIVE DI | 39.3% of Rev | ||
| ALAN J PAOLI | Board Member | — | ||
| DAVID TRINGO | Board Member | — | ||
| PATRICIA BARNEY | Board Member | — | ||
| GREG GOLDSTEIN | Board Member | — | ||
| DANIELA ROEDER | EXECUTIVE DI | — | ||
| ALAN J PAOLI | Board Member | — | ||
| DAVID TRINGO | Board Member | — | ||
| PATRICIA BARNEY | Board Member | — | ||
| GREG GOLDSTEIN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIELA ROEDER | EXECUTIVE DI | 44.5% of Rev | ||
| BETH ALLEN | Board President | — | ||
| ALAN J PAOLI | Board Member | — | ||
| GUYLAINE LEVY | Board Member | — | ||
| DAVID TRINGO | Board Member | — | ||
| PATRICIA BARNEY | Board Member | — | ||
| GREG GOLDSTEIN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 477 other orgs in FL with NTEE prefix A6.
Most-divergent component: governance score sits 17 points below the peer median (50 vs. 67).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.