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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 24.6% | 33 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 29.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 24.7% | 37 | Fragile | Recovery | |
| 2020 | — | — | 48.9% | 22 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 33.3% | 22 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 29.8% | 24 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 31.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 32.0% | 28 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 40.5% | 28 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 28.1% | 28 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 53.4% | 20 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 49.2% | 20 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robin Braun | Executive Director | 25.0% of Rev | ||
| Sindee Winkler | Board President | — | ||
| Aimee Fretwell | Board Member | — | ||
| Amy Miller | Secretary | — | ||
| Shannon Lirio | Board Member | — | ||
| Karen Rassler | Board Member | — | ||
| David Umbach | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robin Braun | Executive Director | 24.6% of Rev | ||
| Sindee Winkler | Board President | — | ||
| Aimee Fretwell | Secretary | — | ||
| Amy Miller | Treasurer | — | ||
| Shannon Lirio | Board Member | — | ||
| David Christopher | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robin Braun | Executive Director | 19.2% of Rev | ||
| Sindee Winkler | Board President | — | ||
| Aimee Fretwell | Secretary | — | ||
| Amy Miller | Treasurer | — | ||
| Shannon Liro | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robin Braun | Executive Director | 18.9% of Rev |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robin Braun | Executive Director | 18.9% of Rev |
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: financial score sits 15 points below the peer median (15 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
- Comp-to-revenue ratio of 24.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.