ROCKLEDGE, FL
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)FORM 990 PART I LINE 1: BREVARD C.A.R.E.S SEEKS TO ASSIST FAMILIES WHO ARE AT RISK FOR ABUSE AND NEGLECT BY THE IMPLEMENTATION OF AN AGGRESSIVE FRONT END PREVENTION PROGRAM THAT IS CONSUMER DRIVEN. C.A.R.E.S IS AN ACRONYM FOR COLLABORATION, ADVOCACY, RESOURCES, EDUCATION AND SUPPORT. IN THIS COMPREHENSIVE STRENGTH BASED PROGRAM, THE FAMILY PROVIDES A VISION AND ENGAGES THE FAMILY TEAM CONFERENCING PROCESS WHICH ALLOWS THEM TO HAVE A VOICE, CHOICE AND OWNERSHIP OF THE PROCESS.
COMMUNITY PREVENTION INITIATIVE IS A FAMILY CENTERED, STRENGTH-BASED AND COMMUNITY-DRIVEN APPROACH TO CHILD ABUSE PREVENTION THROUGH OUR UNIQUE "WRAPAROUND- AND "FAMILY TEAM CONFERENCING" APPROACH...
COMMUNITY PREVENTION INITIATIVE IS A FAMILY CENTERED, STRENGTH-BASED AND COMMUNITY-DRIVEN APPROACH TO CHILD ABUSE PREVENTION THROUGH OUR UNIQUE "WRAPAROUND- AND "FAMILY TEAM CONFERENCING" APPROACH. WE OFFER A FULL CONTINUUM OF CARE AND SUPPORT SERVICES TO FAMILIES EXPERIENCING STRESSORS THAT MAY LEAD TO NEGLECT, ABUSE OR ABANDONMENT. THE PROGRAM HAS HAD A POSITIVE IMPACT ON THE FAMILIES AND CHILDREN WE SERVE, HELPING TO PREVENT SITUATIONS OR EVENTS THAT WOULD RESULT IN A CHILD BEING REMOVED FROM HIS OR HER HOME. ITS SUCCESS IS DUE TO THE PROACTIVE PARTICIPATION OF THE FAMILIES IN NEED WHO OPENLY ENGAGE IN THE PROCESS, BUILDING UPON THE SUCCESSES AND SKILLS WITHIN THEIR FAMILY UNIT THAT WILL SUSTAIN THEM LONG TERM. IN THE CURRENT YEAR AGGREGATED DATA FOR THE FOUR QUARTERS INDICATED THAT 96% OF CLIENTS WHO SUCCESSFULLY COMPLETED THE PROGRAM DID NOT HAVE VERIFIED FINDINGS OF CHILD ABUSE AFTER 6 AND 12 MONTHS OF PROGRAM COMPLETION AT THE END OF JUNE 30,2024. 93% OF THE FAMILIES ENGAGED IN THE FAMILY TEAM CONFERENCING AND 100% OF THE FAMILIES WHO SUCCESSFULLY COMPLETED THE PROGRAM WERE SATISFIED WITH THE SERVICES THEY RECEIVED THROUGH BREVARD CARES. BREVARD CARES SERVED 783 CHILDREN AND PREVENTED MORE THAN 330 FAMILIES FROM ENTERING THE FORMAL DEPENDENCY SYSTEM.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | N/A | $4,119,458 | -1.0% |
| Expenses | N/A | $4,032,843 | -1.0% |
| Net Income | N/A | $86,615 | N/A |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| ERIC AUSTIN | BOARD CHAIR | N/A |
Director
|
$0 | $0 | $0 |
| MERTON L CLARK | BOARD MEMBER | N/A |
Director
|
$0 | $0 | $0 |
| DAVID R HILL | BOARD MEMBER | N/A |
Director
|
$0 | $0 | $0 |
| KRISTEN JOHNSON | BOARD MEMBER | N/A |
Director
|
$0 | $0 | $0 |
| STEPHANIE LARKIN | BOARD MEMBER | N/A |
Director
|
$0 | $0 | $0 |
| JENNIFER MUNTZ | BOARD SECRET | N/A |
Director
|
$0 | $0 | $0 |
| DAN RODGERS | EMERITUS BOA | N/A |
Director
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | No data | No data | No data | No data |
| 2024 | $4,119,458 | $4,032,843 | $15,204 | $86,615 |
| 2023 | $6,163,754 | $5,874,193 | $3,182,258 | $289,561 |
| 2022 | $3,761,603 | $3,718,067 | $1,824,535 | $43,536 |
| 2021 | $3,017,340 | $2,974,462 | $1,153,045 | $42,878 |
| 2020 | $2,733,887 | $2,688,532 | $1,317,007 | $45,355 |
| 2019 | $2,476,749 | $2,422,715 | $543,974 | $54,034 |
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