Sarasota, FL
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)Sarasota Alliance for Historic Preservation Inc, founded in 1985, is a small nonprofit that reported $287K in total revenue in fiscal year 2025. Revenue surged 180% from the prior year, signaling strong growth momentum. The organization ran a surplus of $78K, a strong 27% operating margin.
TO PRESERVE AND ENHANCE OUR HISTORIC PLACES THROUGH ADVOCACY, EDUCATION, TECHNICAL AND FINANCIAL SUPPORT AND CELEBRATION.
WE WORK COLLABORATIVELY WITH RESIDENTS, COMMUNITY ORGANIZATIONS, ELECTED OFFICIALS, AND OTHER PRESERVATION ORGANIZATIONS TO HELP PRESERVE AND PROTECT SARASOTA COUNTY'S HISTORIC RESOURCES. OUR SIX TO...
WE WORK COLLABORATIVELY WITH RESIDENTS, COMMUNITY ORGANIZATIONS, ELECTED OFFICIALS, AND OTHER PRESERVATION ORGANIZATIONS TO HELP PRESERVE AND PROTECT SARASOTA COUNTY'S HISTORIC RESOURCES. OUR SIX TO SAVE PROGRAM HIGHLIGHTS SIX HISTORIC BUILDINGS AND ASSETS ACROSS SARASOTA COUNTY THAT ARE AT RISK FROM DEVELOPMENT, NEGLECT OR OTHER FACTORS. THE LIST HELPS US PRIORITIZE OUR ADVOCACY EFFORTS EACH YEAR AND SERVES AS A CALL TO ACTION TO THE PUBLIC AND DECISION-MAKERS ABOUT WHAT WE RISK LOSING AS A COMMUNITY.
The Organization operates a revolving loan program to provide low-interest financing to small property owners whose historically eligible homes are in need repairs and restoration of historic...
The Organization operates a revolving loan program to provide low-interest financing to small property owners whose historically eligible homes are in need repairs and restoration of historic preservation projects within Sarasota County. The program helps further the Organization's exempt purpose by removing financial barriers to the preservation and rehabilitation of historically significant structures that might otherwise be lost to deterioration or redevelopment. Loan proceeds are used exclusively to support projects consistent with the Organization's mission to preserve and enhance Sarasota County's historic places. Interest earned on outstanding loans is used to sustain and grow the program for future preservation projects.
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)| 2025 | 2024 | Change | |
|---|---|---|---|
| Revenue | $287,396 | $102,704 | +1.8% |
| Expenses | $209,077 | $114,759 | +0.8% |
| Net Income | $78,319 | $-12,055 | -7.5% |
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 |
|---|---|---|---|---|---|---|
| Barry Preston | VP | N/A |
Officer
Director
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$0 | $0 | $0 |
| Dave Baber | President | N/A |
Officer
Director
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$0 | $0 | $0 |
| Jan Vertefeuille | Vice President | N/A |
Officer
Director
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$0 | $0 | $0 |
| Thomas S Mcardle | Secretary, Treasurer | N/A |
Officer
Director
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$0 | $0 | $0 |
| Jan Hetland | Director | N/A |
Director
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$0 | $0 | $0 |
| Kathleen Perlman | Director | N/A |
Director
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$0 | $0 | $0 |
| Larry Humes | Director | N/A |
Director
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$0 | $0 | $0 |
| Nancy Deforge | Director | N/A |
Director
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$0 | $0 | $0 |
| Phillip Thierman | Director | N/A |
Director
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$0 | $0 | $0 |
| Tony Souza | Director | N/A |
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$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $287,396 | $209,077 | $342,028 | $78,319 |
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