Florida Alliance for Community Solu

What it reported doing in 2025

In 2025, the alliance provided capacity building for the staff and board of member (and other) organizations to increase their ability to effectively serve their lower-wealth communities. In all, 24 hours of training on topics including successful collaboration, leadership challenges, disaster resiliency rural housing, fund development, artificial intelligence, effective communications, public policy, budgeting and using volunteers were provided to 108 people. Staff attended nine workshops with the purpose of obtaining the session materials to share with members, for an additional 15 hours of training. In addition, our weekly e-bulletin provided information on dozens of other training and capacity activities for our members to access. We estimate that i all, over 2100 hours of training was provided to 130 people from 80 organizations. Another 48 hours of individual assistance was provided to over 200 people from 55 organizations. One of our goals is to help protect funding for the work our members do in their communities. To that end, the alliance invested 133 hours in public policy education and advocacy for state and national resources used for the creation and preservation of affordable, attainable housing and community and economic development activities in our members service areas. A new, public policy webpage registered over 1,200 hits in just four months, demonstrating the demand for this information. Another goal is to provide current, relevant information on funding, education, industry research, best practices and employment opportunities to the membership. In 2025, we published 46 issues of the members only e- bulletin which went out to about 285 people each time. The email open rate was 30.5%, above the industry average of 26%. More importantly, the average click through rate, the number of times people click on a live link, was 15% vs the industry average of just 3%. Finally, in 2025, we surpassed our goals for volunteer activity. A total of 47 non-board members donated 594 hours of their time and expertise to the alliance.

Financial Efficiency

• Mission deployment rate: 77.7%; rating input score 78
• Program expense ratio: 94.1%; rating input score 94
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 64th percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 64th percentile among comparable filings
• Governance controls: 4 of 8 controls in place; rating input score 57
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Fail
  • Document-retention policy: Fail
  • CEO compensation review process: Limited
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Fail
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 17.5%; rating input score 68; 68th percentile among comparable filings
• Total-asset coverage ratio: 0.54; rating input score 26; 26th percentile among comparable filings
• Liabilities to assets ratio: 0.05; rating input score 28; 28th percentile among comparable filings
• Officer compensation ratio: 39%; rating input score 6; 6th percentile among comparable filings

Growth

• Program expense growth: 1.7% per year; rating input score 100; 36th percentile among comparable filings
• Revenue growth: -1.3% per year; rating input score 0; 16th percentile among comparable filings
• Asset growth: 7.7% per year; rating input score 100; 55th percentile among comparable filings