Children's Home Society of Florida
Summary
Contact Information
Nonprofit
Children's Home Society of Florida
Address
482 S. Keller Road
Orlando, FL 32810
Phone
(321) 397-3000
Fax
(321) 397-3022
Web Site
http://www.chsfl.org
At a Glance
IRS Ruling Year
1902
Organization's type of tax exempt status
Public Supported Charity
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Statements
Statements
Mission
Building bridges to success for children.
Impact
Over the past year, we have helped more than 50,000 children and family members throughout Florida.
We are driven by a vision of A world where children realize their full potential. With more than a century of
experience serving children and families struggling with the most complex, frightening and seemingly
insurmountable challenges, CHS is uniquely positioned to make a dramatic impact – not just one child at a time,
but one communityat a time.
We are best known for our work in “healing the broken” ... in helping children and their families work through
intense pain and trauma so they may look toward a brighter future. Our commitment here remains – we will
continue to serve children and families in their greatest hour of need. We are the leader in delivering effective
solutions to strengthen families and to help youth find hope for tomorrow.
Through our work in child welfare – where we are most well known for our work in foster care and adoption– as
well as our work in the behavioral health arena, where we are a leader in providing trauma-informed care
through compassionate counseling, we will continue to help thousands of children and their families find
renewed trust, renewed hope and renewed possibilities.
Over the past year, we have developed a one-of-a-kind technological case management solution – which has
already won a Tech IQ Award – to address key challenges in the child welfare industry. Through this innovation,
we have already seen improved efficiencies, which will result in better outcomes. Over the next year, we expect
to see an increase in improved outcomes for children in foster care, allowing more children to safely return
home or find families through adoption more quickly.
Annually, we serve tens of thousands of children and family members through our work in child welfare and
behavioral health.
But that’s just half of our story – literally. We will not waver in our commitment to help children work through pain
and find hope for the future. But we believe the greatest opportunity for impact is to prevent such tragedies from
occurring.
We’re expanding our footprint in early childhood education and in proven child abuse prevention programs. Just
this year, we received a federal contract to deliver Early Head Start in another community – this is our fourth
Early Head Start program throughout the state, which adds to more than a dozen other programs we deliver that
focus on building positive family relationships and helping children reach key milestones.
Through our proven solutions, we help families form critical bonds, learn appropriate parenting and discipline
techniques, and guide their children toward lifelong success. In families that complete these programs, nearly
100 percent remain abuse-free a year after completion.
But our drive is even bigger: we are also leading the way in implementing community solutions that address
complex societal problems – poverty, violence, health and well-being – in the most impoverished, high-need
neighborhoods in Florida.
We’re the driving force in developing Community Schools in Florida – we’ve opened four in the past year and
have plans for four more in the coming year – to address barriers that interfere with academic success. From
hunger to health to lack of parental support, community schools provide solutions to help students and their
families overcome obstacles and prepare for success in school and in life.
In our flagship community school at Evans High School, we have seen an increased graduation rate of nearly
20 percent, and there is a renewed pride in the neighborhood as the community embraces the opportunity to
revitalize.
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Needs
Children's Home Society of Florida's greatest needs:
• Capital investments and partnerships to move our innovative case management technology solution from pilot
phase into full implementation.
• Funding to sustain our successful and effective community school model in nearly a dozen schools
throughout Florida.
• Unrestricted funds to support innovation and program development to effectively address complex issues
affecting the safety, health and well-being of children.
• Committed, loving foster and adoptive parents to provide safe and welcoming homes for children who have
suffered abuse or neglect.
• Passionate, energetic, dedicated volunteers to serve on fundraising and advocacy boards and/or on tech
leadership councils.
• Strategic, forward-thinking partners excited to invest in solutions that can deliver sustainable impact in
impoverished, violence-stricken and struggling communities.
Background
With strong roots in adoption, our rich history has earned us the reputation of Florida’s most reputable adoption
organization … but we are so much more. While our impressive numbers are a sound barometer of our
success, we gauge our progress in a more intangible way by focusing on the strong family relationships we help
create, the children we help heal and the lives we change forever. The love, care and safety our organization
provides to children can’t even truly be measured.
As we look toward the future, we will continue to evolve to protect children, to help them find hope and
happiness. We will tirelessly advocate at the Capitol to protect funding for children, seek and implement best
practices for our services, develop innovative programs and, most importantly, maintain the core values and
mission that have been the stable foundation of our organization for more than a century.
It all began in 1902 when nearly 400 homeless, neglected children arrived in Jacksonville on Orphan Trains,
destined to fend for themselves. These abandoned children all had different – yet devastating – stories; some
had parents who could no longer afford to care for them, others had tragically lost their parents … all shared a
grim journey from home to streets far away.
With dedication and community support, Rev. D.W. Comstock formed Children’s Home Society of Florida
November 17, 1902, to provide a family and a stable home for children who had nowhere else to go. Through
Children’s Home Society of Florida, these orphaned passengers found a better place and a fresh start where
they would no longer to struggle to survive.
Throughout the years, we have continued to stand strong in our mission, values and impact. We are proud to be
Florida’s largest and oldest statewide not-for-profit organization serving children and families.
While still honoring our roots in adoption, we have grown and evolved over the past century and we now offer a
myriad of programs to give children and adults opportunities that positively influence their lives. Working with
struggling families, suffering children and teenagers facing adulthood alone, Children’s Home Society of Florida
provides guidance, support and hope. We strategically collaborate with other organizations and universities to
make an even bigger difference. As we work to help more children grow up safe, healthy and prepared for life,
we empower individuals and families to lead meaningful, productive lives.
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CEO/Executive Director Statement
It’s an exciting time to be part of CHS. We’re changing. We’re evolving to better meet the needs of children,
families and communities. And it’s never been more important.
But some things will never change: Our commitment to breaking cycles of abuse and neglect, of poverty … of
the fear that embeds itself in the fabric of families and tears them apart.
Our commitment is ceaseless. Last year, we helped more than 50,000 children and family members throughout
Florida. We taught more parents how to reconnect with their children. We found homes for children who thought
they’d never have a permanent one again. We kept safe and secure children who craved the stability of a warm
bed and a filling meal. We provided guidance to teens and young adults reaching for brighter futures.
But those numbers also oversimplify the work. Every child’s or parent’s story is far more complicated than a
single number can illustrate. We respond to not just one challenge but many — the need for shelter and
counseling and mentoring, for instance. Or parental support, plus access to food assistance and family therapy.
There’s no one solution that fits all families, in all communities, across Florida. We work to change those lives
because that is the foundation of who we are as an organization. That’s the story we’ve lived more for more
than 100 years.
That’s why we’re going even further. We’ve already made great progress implementing more community
schools in vulnerable neighborhoods. We’ve launched an exciting new initiative — Tech Success Florida — to
help underserved teens learn and navigate the digital world. We’re focusing on improvements in service delivery
that will allow our teams to spend more time where they are needed the most: with the children and families who
rely on them every single day.
Our ability to reach so many people in nearly every Florida community rests on the strength of our talented
workforce, generous donors and committed volunteers. Our greatest asset is our people, and we’re
tremendously proud of them.
We are proud of our story so far: more than 100 years of helping children and families. We are eager to see how
our story — and the stories of those we support — evolves. We’d be honored to have you join us.
Michael Shaver
President & CEO, Children's Home Society of Florida
Board Chair Statement
My commitment to CHS is personal. Because of CHS, I have the most wonderful children anyone could ask for.
CHS protected my children during their greatest time of need and – shortly thereafter – my husband and I had
the wonderful privilege of welcoming them into our family forever through adoption.
That was nearly a decade ago, and my commitment has not wavered.
I’ve been acutely aware of the significant need for CHS since I first became involved in 2002. It started with a
donation to help children struggling right in my own community.
And my connection has only grown.
From donor to volunteer to board member and passionate advocate, I speak from the heart – because I believe
so strongly in what CHS does every day.
The need for CHS to protect children will always exist. But, as we continue to evolve to meet the greatest needs
in communities throughout Florida, CHS is delivering solutions that will empower more families to keep their
children safe at home. Solutions that will encourage more neighbors to support one another. Solutions that will
revitalize once-forgotten communities and provide hope, possibilities and opportunities to children and their
families.
CHS always been committed to extraordinary efforts on behalf of our most vulnerable children and families.
Now, we're poised to make innovative leaps that will exponentially enhance our ability to deliver specific, agile
solutions to complex challenges for every child, every family, across Florida. Our statewide reach gives us the
leverage to deliver adaptable, responsive and comprehensive solutions ... the right solutions for each particular
community.
I eagerly invite other business leaders, passionate advocates and determined community members to join us as
we implement these life-changing solutions. The time to come together is now – and we cannot do it without
you.
Valerie Seidel,
Chairman of the Board of Directors, Children’s Home Society of Florida
Areas of Service
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Geographic Areas Served
Areas
FL
FL
Children's Home Society of Florida offers services to children and families in every county in Florida
Our home office is located in Orlando, Florida.
We also have 15 regional offices located in the following areas: Pensacola, Panama City, Tallahassee,
Gainesville, Jacksonville, Daytona, Orlando, Melbourne, Tampa, Lakeland, Vero Beach, Palm Beach, Fort
Meyers, Fort Lauderdale, and Miami.
Service Categories
Primary Organization Type
Human Services
Secondary Organization Type
Human Services
Tertiary Organization Type
Human Services
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Impact
Goals
Our Mission:
Building Bridges to Success for Children
Our dream:
• To break the generational cycle of child abuse in more families.
• To protect children from harm.
• To heal children who've been hurt.
• To create strong, stable families.
• To help children grow up safe, healthy and prepared for life.
Strategies
After decades of research revealed that abuse is generational, we declared our ambitious goal: to break this
tragic cycle in more families. We’ve done more, too – because we believe kids, teens and families deserve the
best we can give.
Strong family bonds
Research shows that families who read together develop strong bonds. So we created the READ! program to
encourage parents to read with their kids. It also offers a comfortable way for parents to improve their own
literacy, which can open doors for education and employment.
A family "home"
Kids in foster care have already lost their sense of what it means to be “normal.” And teens finding safety in a
group home struggle even more with this loss. So we found a solution! Our haven in Panama City has become
more than a home for girls in foster care – it’s a family. Our girls enjoy family dinners and trips together,
decorate the house, celebrate holidays and birthdays together, and support each other with schoolwork. Grades
soar, self-esteem blossoms and dreams flourish.
Creative expressions
Kids and teens who’ve suffered trauma have learned one thing in life: survival. It can be hard to transition out of
survival mode, to understand how to dream. So we meet them where they’re at and offer creative activities that
encourage them to explore new passions, which may lead to career or life aspirations. Some find a creative
outlet in broadcast media, others find peace during yoga, and some find culinary talents during cooking class.
Understanding trauma
Sometimes, kids are so severely traumatized that they’re unable to understand or control their emotions and
behaviors. Our foster parents have tremendous hearts and patience – but they need more. So we implemented
training, resources and support to help foster parents understand trauma and feel confident parenting
traumatized children in a way that contributes toward their healing and well-being.
Community schools
When kids struggle with deep family challenges - poverty, domestic violence, substance abuse, homelessness,
hunger- it's pretty tough to think about passing a test. Beyond the impact these issues have on a child's ability to
focus in school, it's difficult for families to find help they need. So we're working with committed partners –
Orange County Public Schools, the University of Central Florida, and other health, cultural and social service
organizations – to integrate programs, activities and services into the education and lives of students in
struggling communities. Our first community school opened in 2012 in Orlando to serve Evans High School
students and their families. Services will evolve with the community, rooting Evans Community School into the
heart of the community.
We’re constantly looking to the latest research and exploring opportunities to continually improve how we help
children and families. We do it because our kids deserve it.
Capabilities
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We're working toward collective impact, partnering with other organizations as well as universities to make a
dramatic difference for children, teens, families and communities.
Progress
Together with our partners at UCF and Orange County Public Schools, we opened the first ever community
school at Evans High School. We look forward to strategically expanding this model throughout Florida and
currently have plans in place to develop a community school in Escambia County and in Brevard County.
We have also expanded services and programs to serve teens transitioning out of foster care into adulthood.
We recently opened The Faine House to serve this population, and we have similar programs in various areas
of the state. Additionally, we have launched Tech Success, a program catering to underserved youth and youth
in foster care who are interested in advancing their technological skills to advance in school, to apply for jobs
and to pursue secondary or vocational training.
We have several programs in Florida that work with new parents to help them learn how to safely and
appropriately care for their children, from newborns to adolescents. Additionally, we help parents learn positive
coping mechanisms when they become overwhelmed with the demands of child-rearing. These programs are
extremely successful; some programs have a nearly 100 percent success rate, meaning that nearly 100 percent
of the families that complete the program remain free from abuse.
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Programs
Programs
CHS - The Broad View
Description
CHS provides a continuum of effective, efficient services to empower
children and parents to lead responsible, productive and meaningful lives.
Programs and services include foster care, adoption, emergency and
long-term shelter for runaways and for children who are victims or at risk
of abuse, neglect or abandonment. CHS also provides child, parent and
family counseling, parent education, family building, strengthening and
preservation, various intervention programs for infants through teens, well
baby care, access to children's mental health services, care for
developmentally disabled children, and more. CHS is a founding member
of the Child Welfare League of America, co-founder of the Florida CEO
Round Table for Children, is accredited by the National Council on
Accreditation, and licensed by the Florida Department of Children &
Families.
Class Code
Human Services, General/Other
Class Sub Code
Children & Youth Services
Population Served
Families Children and Youth (0 - 19 years) Adults
Budget
$0.00
Long Term Success
In 2006, CHS leadership launched its new strategic plan designed to
break the generational cycle of child abuse and neglect for increasing
numbers of children, ensuring our youth are safe, healthy and prepared
for life. We've challenged our staff to take an innovative approach to
services as we seek opportunities to research and replicate evidencebased best practices.
Short Term Success
Each of our numerous programs is driven by specific outcomes, some of
which are detailed in the program descriptions that follow.
Program Success Monitored By
Evaluative measures also are program-specific, as noted in the examples
that follow.
Examples of Program Success
To read a vareity of success stories, please visit www.chsfl.org/as-storieslove.php and www.chsfl.org/fs-stories-love.php. You may also view our
annual reports to read more inspiring testimonies, www.chsfl.org/pressroom.php.
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Breaking the Cycle
Description
For many of us, we struggle to imagine how a parent could hurt an
innocent child. While difficult to understand, research shows key risk
factors are common triggers to abuse or neglect and a dysfunctional
home. These factors include past history of abuse, unstable or
uncommitted relationships, few or no support systems, parent(s) exhibiting
little or no bonding with their baby, unplanned pregnancy, and unrealistic
child development expectations. Once several risk factors are in place, the
situation can escalate to a traumatic and frightening childhood, or worse.
Child abuse is also a generational cycle where approximately one-third of
all individuals who were abused or neglected as children will subject their
children to maltreatment. (www.childwelfare.gov)
Given what research indicates about the risk factors and cycle of abuse,
the Perinatal Program was developed by Children's Home Society of
Florida in 1992. The program targets young, at-risk mothers and those
who are expecting a child, helping them navigate the waters of raising
young children despite the added stressors and extra hardships they are
experiencing. Participation in the Perinatal Program is voluntary, and
moms and dads attend because of a strong desire to be a great mother or
father for their child.
On average, the Perinatal Program protects 121 children, ages 3 and
under, annually by providing three key services. Firstly, the program
stabilizes families in crisis through case management support, referral
services and a free store for baby items. Secondly, the program helps
prevent child abuse by providing moms and dads with the tools and
knowledge to be successful parents. The program increases parenting
knowledge and skills through weekly trainings focusing on child
development, nurturing and positive discipline. Thirdly, the program
focuses on creating a strong bond between child, mother and father
through age-appropriate and educationally enriching activities.
Class Code
Human Services, General/Other
Class Sub Code
Child Care
Population Served
Children and Youth (0 - 19 years) At-Risk Populations Adults
Budget
$16,000,000.00
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Long Term Success
Our prevention programs use research-based methods to break the cycle
of abuse and neglect for increasing numbers of children. As a result, more
children will grow and thrive in loving, stable homes under the care of
supportive parents.
For families participating actively in the Perinatal Program until their child
turns 3 years old, there is a 100% success rate for abuse-free homes
even a year after they graduate from the program.
Another program, Healthy Families, provides voluntary in-home services
to parents with young children. Of children in families that complete the
program, our goal is for 95% to be free from any findings of maltreatment
during the 12 months following completion.
And finally, Healthy Start, works with expectant mothers to ensure they
receive prenatal care and education to safely raise their children; our goal
is that 85% of pregnant women participating prenatally will give birth to a
healthy baby as defined by birth weight >5.5 pounds.
While families strengthen, more children remain safe at home, and fewer
enter the child welfare system. As the tragic cycle of abuse continues
breaking, generations of children shall experience the love and safety they
deserve.
Short Term Success
Each program has slightly different measures of success.
In the Perinatal Program, parents participating in parent education and
support services show an increase of 60% in their Knowledge and
Appropriate Expectations score from pre-test to post-test on the AAPI2,
thus lowering stress and destructive parenting patterns. Parents also
show an increase of 60% or higher in their Empathy score from pre-test to
post-test on the AAPI2.
In Healthy Start, the goal is that 100% of mothers enrolled in
our program will receive education on reducing the risk of SIDS and
Shaken Baby Syndrome, the importance of adhering to an immunization
schedule, and benefits of breastfeeding. Of smokers, 80% will reduce the
quantity smoked, and 75% will change habits to reduce exposure of
second-hand smoke.
Of children in families participating in our Healthy Families Program for at
least six months, 90% will be linked to a medical provider and 90% will
receive age-appropriate developmental screenings.
Because many family strengthening and child abuse prevention efforts
focus on developing bonds through positive activity, literacy is also an
important part of our programs. While children learn to read at higher
levels and perform better in school, their parents also improve literacy
levels and further their education and/or careers to provide better lives for
their families.
Program Success Monitored By
As noted, each program designed to break the cycle has its own
measures of success. Some examples include: Client self-reports; preand post-service assessments; well-baby check-up documentations;
immunization documentations; reports verifying linkage to medical
providers; and home visits.
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Examples of Program Success
Lives are changed daily as a result of our efforts to break the cycle of child
abuse and neglect in more families. One example from the Perinatal
Program is Nancy. Nancy was raised by her mother and grandmother in
an abusive home and placed in foster care as a result of physical and
sexual abuse by her mother’s boyfriend. Nancy entered the Perinatal
Program without age-appropriate expectations for her child and was in
danger of repeating the same cycle of abuse she experienced as a child.
Through intensive intervention, training and support, her daughter is now
3 years old and has high self-esteem, confidence and social skills. Nancy
is very proud of her daughter and is proud to use the parenting skills she
learned at the program meetings. She is now an advocate for positive
parenting in her community and with new moms and dads in the Perinatal
Program. Her daughter is living proof that positive parenting works, and
Nancy demonstrates firsthand how parenting education and support can
stop the cycle of abuse.
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Healing the Pain
Description
For children who’ve already suffered the pain of physical or sexual abuse,
neglect, or abandonment, CHS provides safety, shelter, love, guidance
and counseling to help these innocent youth work through the tragedies
that brought them into our care. Many first receive help at our Child
Advocacy Center as our team of medical, legal and social service
professionals delicately investigates allegations of abuse and works with
the victims and non-offending family members to find services to begin the
healing process and to prevent such a tragedy from ever again occuring.
Some children, victimized by their own parents, find safety in our
emergency shelters or residential group homes, where they become part
of a large lively “family” cared for and nurtured by devoted staff members;
others later join loving foster families and for the first time understand the
meaning of family. While the outer scars begin to heal, CHS provides
therapy and support to help heal the inner scars, to help children conquer
the demons that have threatened their security for too long. And for
families determined to bring their children back home safely, CHS
provides individualized case planning, encouragement and guidance to
ensure parents can safely nurture their children; while they work through
their case plans, families can visit together in our friendly, home-like
Family Visitation Centers, strengthening the bond and building the trust
necessary to heal the pain.
Class Code
Class Sub Code
Population Served
Adults
Budget
$83,500,000.00
Long Term Success
As with all our services, these programs to are designed to protect young
victims and also to guide them on their paths toward healing. While
keeping children safe, we also provide counseling and encouragement;
meanwhile, for some families, we also work with parents determined to
learn how to properly raise their children in stable, healthy families. As a
result of our services, youth once victimized will work through the trauma
that brought them into our care and either be safely reunited with their
families, join loving foster and/or adoptive families, or become part of our
“family” at one of our group residential homes. Through individualized
care, counseling and guidance, youth have the opportunity to pursue
happy, productive futures to become contributing members of society and
to one day become loving, nurturing parents of their own children.
Short Term Success
By protecting, sheltering and nurturing once-victimized children in secure,
wholesome family environments, children and youth will be free from
abuse or neglect, and parents will receive the education and guidance
necessary to reunify with their children, if safe for the children.
Additionally, many children rescued from harmful environments are behind
in school; after coming into our care, these children receive additional
scholastic help through volunteer tutors and reading programs, thus
allowing the youth to catch up to their peers academically.
Program Success Monitored By
While our efforts to heal the pain have many measures of success, a
primary measurement tool used is the state's re-abuse rates, which
indicate whether or not a child once reported to have been abused has
suffered abuse again.
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Examples of Program Success
So many young lives have been changed for the better through our efforts
to heal the pain. One such example is resulted from our residential
programs:
Jessica’s not the person she once was. She rarely talks back, she controls
her anger. Rather than skipping school, she’s a good student. And now
that she’s at our residential home for girls, she has stability and guidance.
Her sister, Connie, also found love, encouragement and structure to
become a responsible young lady. Prior to CHS, the girls endured
turbulent childhoods and unspeakable traumas. Traumas they conquer
through customized care and attention at CHS.
Before CHS, Jessica didn’t think about the future. Now she hopes to
become a teacher and raise a family. Connie also aspires to teach, a path
once unlikely. Never a reader, she reluctantly joined the group home’s
book club, struggling to finish the first book. Now reading a new one each
month, she looks forward to going to the library, has improved in school
and dreams of a future filled with happiness.
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Finding a Family
Description
Sometimes the children in our care can never return home … horrific
abuse or neglect, domestic violence, and/or excessive drug and alcohol
use in the home prevents the safe return of children to their biological
parents. When this happens, CHS works with foster and prospective
adoptive families in the community to find the perfect family for each child
waiting to be welcomed into a forever home. At CHS, we find parents for
children, not children for parents; our trained adoption experts understand
the unique needs, personalities and special challenges of every child and
then appropriately match children with families eager to embrace them
and ready to provide the necessary support, counseling and love they
deserve. We offer continual pre- and post-adoption support and training
for all members of the adoptive family, and we provide critical connections
to community resources to ensure children continue to develop and thrive.
Class Code
Class Sub Code
Population Served
Adults
Budget
$9,600,000.00
Long Term Success
We work hard to ensure that children in foster care awaiting adoption will
be successfully placed with an adoptive family and have their adoptions
finalized; in the past two years, CHS has finalized adoptions for more than
2,000 children welcomed into their forever families. Through our intense
efforts to find every child a permanent, loving forever family, we strive to
reduce the number of children “aging out” of foster care each year, thus
reducing the number of young adults entering independence without a
family. Moreover, our goal to find adoptive families for children will also
reduce the length of time children spend in the foster care system, thus
increasing the likelihood of successful, permanent placements.
Short Term Success
In our quest to find permanent families for children, we must also ensure
the right family is matched with each child and that each family
understands the adoptive process. Thus, we track prospective adoptive
families that have attended an Adoption Orientation and have continued to
successfully complete required MAPP training, home studies and
background checks.
Program Success Monitored By
We measure our adoptive family recruitment efforts by collecting data
regarding the interest we receive from potential adoptive parents as well
as the follow through to determine how many completed the necessary
steps to become adoptive parents. In measuring our success in finding
families for children, we track the number of finalized adoptions.
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Examples of Program Success
DeShawn and his younger siblings, Kurt and Moesha, joined their new
foster family carrying a single bag of dirty clothes. As the days
progressed, their foster mother, Violet, caught glimpses of the horrors they
previously endured. And each child also carried emotional scars hidden
beneath protective outer shells.
Kurt was angry and rebellious. He’d shuffled between foster homes before
and didn’t expect this to be any different. But Violet did. She knew
structure was as important as love and guidance.
Eventually, Violet and her husband, Ron, adopted seven children from
foster care. While their children’s initial behaviors reflected pain of their
pasts, years of guidance and love nurtured new attitudes and hope. Ron
and Violet conquered challenges with patience and a commitment to their
family. With support and training from CHS, they opened their hearts to
every dispute, overcoming obstacles with love and structure. In return,
their children know they’re truly with their forever family.
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Preparing for Independence
Description
For youth aging out of Florida's foster care system, we provide
independent and transitional living services to help them prepare for
independence. Many of these teens have found safety, security and
guidance at one of our residential group homes. Thanks to Central
Florida's community support and a partnership with Jeff Faine, center of
the Tampa Bay Buccaneers, we are proud to operate our newest
independent living home, The Faine House.The Faine House links youth
with existing programs for case management, employment skills training,
mentoring, education, and health—all essential elements to ensure long
term success and life satisfaction.
Without programs like, The Faine House, youth exiting foster care without
families are up against tough odds.
Within 1 year of turning 18 –
·
25% become homeless
·
36% will experience homelessness at some time
It is our goal to ensure these youth grow up safe, healthy and prepared for
life.
Class Code
Human Services, General/Other
Class Sub Code
Foster Care
Population Served
Adolescents Only (13-19 years) Homeless
Budget
$4,500,000.00
Long Term Success
As our Independent and Transitional Living Programs provide teens with
affordable, safe housing, fewer youth who “age out” of the foster care at
18 will be faced with homelessness; since they’ll have secure housing,
more youth will stay in school to finish their high school education and
then have the chance to pursue a college degree or job skills training.
Through the individual support and guidance they receive, youth who may
not have had the opportunity to thrive will instead gain the life and career
skills and education necessary to become productive, contributing
members of society and, when the time comes, stable, nurturing parents
to their own children. As a result, fewer youth aging out of foster care will
turn to crime, drugs and life on the streets, thus effectively breaking the
cycle of abuse and neglect that brought them into the child welfare
system, making our communities safer and our futures brighter.
Short Term Success
When Florida’s foster youth turn 18, they receive a booklet of important
numbers – the last two pages list the state’s homeless shelters. Through
Independent and Transitional Living Programs, Florida’s 18-year-olds who
age out of foster care will have an alternative to homeless shelters,
couches and underpasses. As a result, more of these youth will have the
opportunity to finish high school, something that may be unachievable
without a safe place to live. Moreover, these programs teach teens basic
life skills so they can live on their own, from finding public transportation to
cooking their own meals and grocery shopping on a budget and paying
the electricity bill on time. Keeping teens off the streets and in school is
the first step toward changing their lives.
16
Program Success Monitored By
Youth in our programs designed to prepare them for independence work
closely with a case manager and a counselor, both of whom track each
individual's progress and success.
Examples of Program Success
Myisha used to wish upon a star that her mother would come back. But
when she did, the years that passed made it impossible to have a motherdaughter relationship; it wasn’t long before Myisha returned to foster care.
th
Now in high school and approaching her 18 birthday, Myisha will soon
become an adult, responsible for her housing, bills and education. Thanks
to our Independent and Transitional Living Programs, she knows she
won’t be alone, and she knows she can create the future she’s dreamed
of.
“No one can imagine what it’s like to be in foster care. We’re hurting 75
percent of the times, and no one understands what we go through,”
Myisha explains.
So CHS is helping Myisha live for her future, providing her with an
affordable apartment and continuing case management to offer support,
guidance and assistance as she finishes high school and continues her
education at the local community college to become a nurse, giving back
to others the hope CHS has given to her.
CEO Comments
While we advocate at the state and federal levels for funding reform to benefit at-risk children and their families,
we continue to seek contributed income that will allow us the flexibility to provide the many services our clients
need. Presently, social service funding revolves around single issues such as homelessness, mental health
and substance abuse. Social workers must help their clients, who typically struggle with multiple issues, must
navigate each system independently in order to access available resources for which they are eligible. We seek
a more solutions-oriented approach such as a single point of access for children and families facing numerous
challenges. Until we see funding reform, community support and private contributions enable us to drive more
resources toward efforts to ensure children are safe, healthy and prepared for life.
In our efforts to keep children safe, healthy and prepared for life, we responsibly use our resources to fund
programs that break the tragic cycle of abuse and neglect for more children, heal the pain for children who've
already suffered tragedies, find families for youth in need of stability and prepare teens for independence.
17
Governance
Board Chair
Board Chair
Mrs. Valerie Seidel
Company Affiliation
The Balmoral Group, President & Principle Economist
Term
June 2016 to June 2018
Board Members
Name
Affiliation
Status
Richard B. Adams Jr.
Adams & Adams Law Firm
Voting
Samuel Bell
Voting
Aaron M. Bosshardt
Bosshardt Realty
Voting
Charles L. Cromer
Charles L. Cromer, CPA, PA
Voting
Danielle Garno
Voting
Jeffrey Gordon
Community Volunteer
Voting
Frank Gulisano
Summit Realty
Voting
Eric Jackson
Jones Lang LaSalle
Voting
Tony Jenkins
Florida Blue
Voting
Vice Chair, Statewide BOD Laura
Kolkman
Mosaica Partners
Voting
Cate Merrill
Voting
Marty Rubin
Smart City
Voting
Chair, Statewide BOD Valerie
Seidel
The Balmoral Group
Voting
Marjorie Turnbull
Voting
Miguel Viyella
Wells Fargo Advisors
Voting
Victoria L. Weber
Hopping Green, & Sams
Voting
Steven Wernick
Voting
Board Demographics - Ethnicity
African American/Black
2
Asian American/Pacific Islander
0
Caucasian
13
Hispanic/Latino
1
Native American/American Indian
0
Other
00
Board Demographics - Gender
Male
10
Female
6
Not Specified
0
18
Governance
Board Term Lengths
3
Board Term Limits
3
Board Meeting Attendance
78%
Number of Full Board Meetings Annually
4
Written Board Selection Criteria?
Yes
Written Conflict of Interest Policy?
Yes
Percentage Making Monetary Contributions
90%
Percentage Making In-Kind Contributions
47%
Constituent Board Members
Name
Affiliation
Debashish Bose
Orlando Health
Craig Castor
Cresa Orlando, SVP
Jeffrey Condello
Randall Mechanical
Julie Eason
CNL Financial Group, VP of Internal Audit
Drew Emerson
DPR Construction
Brad Erb
Edward Jones, Financial Advisor
Sarah Grafton
Merrill Lynch, Financial Advisor
Chair, Central FL BOD Frederic Guitton
First Home Mortgage, Market Manager
Brian Hanafin
Holland & Knight, Associate
Mary Hurley
Land Advisors Capital, Director
Secretary, Cent. FL BOD Andrew Laney
Iberia Bank
Tameeka Leon
Conscious Mind Records Inc, President
Melody Lynch
Lowndes, Drosdick, Doster, Kantor & Reed, Senior
Associate
Vice Chair, Cent. FL BOD Rob Matschner
Moore, Stephens & Lovelace, P.A.
Tiffany Payne
Baker Hostetler LLP, Attorney
Maurice Pearson
3E Consultants Inc, President
Christina Redman
Sun Trust, VP
Danny Rivera
Orange County Government, Neighborhood
Coordinator II
Jeffrey Sharon
Oppenheimer Funds Inc, VP Institutional Sales
Michelle Strenth
Orlando Health, Director of Government Affairs
Kelly Tatro
Sprint, Senior Manager, Network Engineer
Jeff Tecau
Protiviti, Director
Shelly Wilkes
Orlando Magic, Director of Event Presentation
Risk Management Provisions
Foster Home Liability
19
Day Care Center/Nursery School
Accident and Injury Coverage
Automobile Insurance
Automobile Insurance and Umbrella or Excess Insurance
Builders Risk
Business Income
Commercial General Insurance
Commercial General Liability
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Commercial General Liability and Medical Malpractice
Computer Equipment and Software
Crime Coverage
Directors and Officers Policy
Disability Insurance
Educators Errors and Omission Liability
Employee Benefits Liability
Employee Dishonesty
Employment Practices Liability
Fiduciary Liability
Flood
General Property Coverage
General Property Coverage and Professional Liability
Improper Sexual Conduct/Sexual Abuse
Inland Marine and Mobile Equipment
Internet Liability Insurance
Liquor Liability
Medical Malpractice
Professional Liability
Property in Transit and Off Premises
Public Benefit Guaranty Corporation
Risk Management Provisions
Special Event Liability
Umbrella or Excess Insurance
Workers Compensation and Employers' Liability
Workplace Violence
Life Insurance
Standing Committees
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Audit
Board Governance
Finance
20
Legislative
Executive
Strategic Planning / Strategic Direction
Comments
As a statewide organization, Children's Home Society of Florida (CHS) is governed by our State Board of
Directors. Members of this fiduciary board continually ensure adherence to our strategic plan and assess
business opportunities. The above-noted Strategic Planning Committee also is charged with risk management
and the Finance Committee oversees CHS real estate.
Each of our 15 divisions across the state has its own fundraising and advocacy board, responsible for planning
and implementing fund development activities, engaging in advocacy efforts, and helping to spread awareness
of the services, needs and impact of CHS in the local community.
All members of each CHS board are volunteers, and each one is critical to our success in protecting children
and strengthening families.
For more information, including company affiliations, on our local boards, please visit the following page:
http://chsfl.org/page.aspx?pid=524
21
Management
CEO/Executive Director
Executive Director
Mr. Michael J. Shaver
Term Start
Sept 2014
Email
[email protected]
Experience
Michael J. Shaver brings nearly 20 years experience in child welfare to Children's Home Society of Florida, with
a focus on data-driven best practices, strategic collaboration and rapid-cycle innovation. He believes in investing
in programs and processes that ensure children and families receive the best possible services.
Shaver is an advocate for focusing on systematic issues that impede opportunities for families. He wants to
position Children's Home Society of Florida as a national model for innovation in breaking the cycles of poverty
and abuse in more families.
Previously, Shaver served as Chief Operating Officer for Children’s Home + Aid in Chicago, ran a management
consulting business focused on social services and served as deputy director for Fostering Results in Chicago.
He also spent several years directing innovating programming for the Illinois Department of Children and Family
Services, one of which received national recognition as one of 10 programs to receive the Harvard University
Innovations in Government Award. He earned his master’s degree from the University of Chicago and his
bachelor’s degree from Colorado College.
Former CEOs
Name
Term
David A. Bundy
June 2000 - July 2014
Mr. Howard Weisz
Jan 1991 - June 2000
Senior Staff
Mrs. Deborah Adkins
Title
Chief Financial Officer
22
Experience/Biography
Bringing more than 17 years of not-for-profit financial experience to the
position, Mr. Robert J. Wydra, Jr., CPA, was named Chief Financial
Officer for CHS in July 2007. Mr. Wydra oversees statewide business and
financial management, and administers budgeting, accounting, financial
reporting, internal auditing, risk management and pension.
Mr. Wydra's not-for-profit expertise includes accounting and taxation,
fiscal policy compliance, budgeting and forecasting, treasury
management, strategic management, teambuilding and mentoring.
He joined CHS in 2001 as Controller, where he was instrumental in
centralizing accounting and finance functions, reducing time
and improving accuracy of reporting, and reducing audit fees by 25
percent. Mr. Wydra re-engineered the accounting system, procedures to
reduce data reporting errors and annual system
fees, implemented paperless financial reporting and led the conversion to
an automated payroll system. He also led outsourced accounting services
for other not-for-profits.
Before joining CHS, Mr. Wydra built a $1 million book of business as a
Financial Adviser at Merrill Lynch. Mr. Wydra also served as Vice
President of Operations at Professional Accounting Solutions, Inc., in
Rockville, Md., and Chief Financial Officer of The Conservation Fund in
Arlington, Va., following service as Senior Accounting Analyst for the The
Nature Conservancy where he began as AP Coordinator.
Mr. Wydra earned his Bachelor of Science/Business Administration in
Accounting from the University of Central Florida in 1989, his CPA
designation in 1991. He is a member of the American Institute of Certified
Public Accountants and the Virginia Society of Certified Public
Accountants.
23
Ms. Andry Sweet
Title
Chief Strategy Officer
Experience/Biography
Ms. Sweet has more than 20 years experience in child welfare and
behavioral health in the Central Florida community. She joined CHS as
an Executive Director in April, 2000. During her tenure with CHS, she was
integrally involved in the privatization of child welfare case management
services in three Central Florida counties. During this period, Ms. Sweet
implemented staff retention programs that reduced turnover from more
than 50% to 37%, a critical success factor in the success of children in the
dependency system.
Early in her career Ms. Sweet worked as a research assistant with
Devereux in the field of behavior analysis and with CHS as a case
manager in the Brevard Division. In 1995, she joined the Florida
Department of Children and Families (DCF) and collaborated with the
Florida Mental Health Institute in the design of the Children’s Functional
Assessment Rating Scale (CFARS), which is now required by DCF and
Agency for Health Care Administration to evaluate improvement of child
behavior in treatment settings. Additionally, Ms. Sweet designed contract
management and evaluations systems for DCF. By 1999, she was the
certified Contract Manager for the entire $40 million in mental health and
substance abuse contracts in Central Florida.
Ms. Sweet has held leadership positions in a variety of community groups,
including Vice Chair for the Council of Agency Executives Steering
Committee for Heart of Florida United Way, Executive Committee Member
and Chair of the Research and Statistics Subcommittee of the Children’s
Cabinet of Seminole County, and Chair of the Community Networking
Committee for the Children’s Cabinet of Orange County.
Ms. Sweet earned a Master of Health Care Administration from University
of Central Florida, along with a Bachelor of Psychology from Florida
Institute of Technology.
Ms. Tara Hormell
Title
Executive Director, Central Florida Division
Experience/Biography
Ms. Jennifer Anchors
Title
Executive Director, Mid Florida Division
Experience/Biography
Ms. Kimberly Pleasants
Title
Associate Executive Director, North Coastal Division
Experience/Biography
Ms. Kymberly Cook
Title
Executive Director, Buckner Division
Experience/Biography
24
Ms. Julie Demar
Title
Executive Director, Palm BeachDivision
Experience/Biography
Ms. Julie Schneider
Title
Executive Director, Intercoastal and Southwest Divisions
Experience/Biography
Ms Maggie Dante
Title
Executive Director, Southeastern Division
Experience/Biography
Mr. Charles McDonald
Title
Executive Director, North Central Division
Experience/Biography
Ms. Amy Thomas
Title
Vice President of Operations
Experience/Biography
Amy Thomas joined Children’s Home Society of Florida in June 2012 and
serves as the Vice President of Operations, where she oversees all
programs serving children and families in northern Florida. Prior to her
current position, Ms. Thomas served as the Statewide Director of Quality.
Continuing to uphold Children’s Home Society of Florida’s culture and
values, Ms. Thomas provides support to our organization’s programs,
leaders and staff to help keep our children safe and healthy.
As the Statewide Director of Quality at Children’s Home Society of Florida,
Ms. Thomas was instrumental in advancing the organization’s quality
improvement program to provide top services for children and families.
With 13 years of experience working in non-profit social services and child
welfare, Ms. Thomas has in-depth knowledge in Medicaid, mental health
systems and quality management. She also has clinical experience in
providing counseling and therapy services to children and families.
Prior to joining Children’s Home Society of Florida, Ms. Thomas spent 12
years working in executive roles for Intervention Services, Inc., now
known as IMPOWER, where she led operations management, compliance
and quality improvement.
Ms. Thomas received her bachelor’s and master’s degrees in social work
from the University of Central Florida.
25
Mr. Tim Putman
Title
Executive Director, Western Division
Experience/Biography
Ms. Eliza McCall-Horne Ph.D.
Title
Executive Director, Greater Lakeland Division
Experience/Biography
Ms. Summer Pfeiffer
Title
Vice President of Governmental Relations
Experience/Biography
Ms. Pfeiffer, who has a Bachelor of Science in Political Science and a
Master in Public Administration and Policy from Florida State University,
has worked in the legislative process since 1997. She joined CHS as
Director of Governmental Relations in 2007, a role in which she has
successfully marshaled hundreds of volunteers and advocates on behalf
of children’s issues and lobbied budget and other child welfare public
policy initiatives. Ms Pfeiffer played an active role in the successful 2009
advocacy initiative known as Florida’s People – Florida’s Promise, a
coordinated effort between CHS, Community Based Care of Seminole,
AARP and Florida TaxWatch.
Prior to joining CHS, Ms. Pfeiffer served more than two years as
Legislative Director for the Florida Coalition for Children, an organization
representing Community Based Care Lead Agencies and child welfare
providers. In addition to representing child welfare interests, Ms. Pfeiffer
also represented Floridians with developmental disabilities while serving
for more than two years as Deputy Director of Public Policy and Advocacy
for the Florida Developmental Disabilities Council (FDDC). Additionally,
she lobbied for the Florida League of Cities for two years, addressing such
municipal issues as building codes, code enforcement and transportation.
During her tenure with FDDC, Ms Pfeiffer initiated a series of political
issue forums involving candidates across the state. She also developed
advocacy training for persons with disabilities and their family members. In
her subsequent roles, she has continued to effectively utilize candidate
forums and grassroots advocacy training to raise awareness of issues of
importance to the interests she has represented.
Mr. Dean Armitage
Title
Chief Information Officer
Experience/Biography
IT business strategy veteran Dean Armitage is the VP/Chief Information
Officer. With more than 20 years of experience in steering large IT teams
and aligning global IT strategies, Mr. Armitage leads the development and
implementation of Children’s Home Society of Florida’s information
technology initiatives.
Mr. Armitage received his bachelor’s degree in computer science from the
University of Western Ontario in London, Canada. He is a sought-after
speaker on leadership, program management, risk management and
business process reengineering. He also has received the Revolution
Award for Best Online Brand Building and Golden Marble Award for Best
Online Promotion.
26
Mrs. Heather Vogel
Title
Chief Talent Officer
Experience/Biography
Frank Gonzalez
Title
Chief Compliance Officer & General Council
Experience/Biography
Staff
Full Time Staff
1726
Part Time Staff
230
Volunteers
5855
Contractors
0
Retention Rate
65%
State Information
State Charitable Solicitations Permit?
Yes Dec 2017
State Registration
Yes Aug 2017
Management Comments
CEO/Executive Director/Board Comments
Our 15 divisions are under the local direction of skilled, seasoned Executive Directors who are responsible for
the successful delivery of high quality programs in their communities. Our executive team strives to build strong
partnerships with other local entities and develop relationships with local elected officials, legislative and
congressional delegations. Each manages dedicated staff and works closely with volunteers and communitybased board members committed to our mission and vision.
For listings of local board members and Executive Directors, please visit
http://www.chsfl.org/page.aspx?pid=524.
In addition to the above affiliations, CHS is proud to have solid affiliations with Children's Home Society of
America, National Crittenden Foundation and Florida Coalition for Children.
27
Plans & Policies
Plans and Policies
Organization has a Fundraising Plan?
Yes
Organization has a Strategic Plan?
Yes
Years Strategic Plan Considers
N/A
Date Strategic Plan Adopted
June 2013
Management Succession Plan?
Yes
Organization Policy and Procedures
Yes
Nondiscrimination Policy
Yes
Directors and Officers Insurance Policy
Yes
Management Information
Whistleblower Policy
Yes
Document Destruction Policy
Yes
Management Reports To Board
Yes
CEO/Executive Director Formal Evaluation
Yes
CEO/Executive Director Formal Frequency
Annually
Senior Management Formal Evaluation
Yes
Senior Management Formal Evaluation Frequency
Annually
Collaborations
Collaborative initiatives are the hallmark of CHS’ current strategic direction and include:
> Trauma Recovery for Youth Center funded by Substance Abuse and Mental Health Services, with National
Child Traumatic Stress Network, USF, Florida Mental Health Institute, FamiliesFirst Network, Foster Parent
Assn.
> Integration of mental health care into services for children birth to five, with FSU Harris Institute for Infant
Mental Health Training.
> In-home foster care diversion/family strengthening programs 1) funded by CBCFL with Kids House of
Seminole, Human Services Associates and 2) funded by and the Jessie Ball DuPont Fund, with DCF and
Family Support Services of North Florida.
>Evans Community School, a partnership among Children's Home Society of Florida, the University of Central
Florida, Orange County Public Schools and Central Florida Community Health Centers. Evans Community
School focuses on meeting immediate and long-term needs and goals of Evans High School students and their
families. This comprehensive approach integrates programs, activities and services into the education and lives
of students and their families. Services evolve with the community, rooting Evans Community School into the
heart of Pine Hills.
Affiliations
Affiliation
Year
National Child Traumatic Stress Network
2008
AFP (Association of Fundraising Professionals)
2004
28
Council of Accreditation of Child and Family
Services, Inc.
1982
National Association for the Education of Young
Children (NAEYC)
2007
United Way Member Agency
1985
National Safe Place
1989
Alliance for Children and Families - Member
2010
Alliance for Children and Families - Member
2013
External Assessments and Accreditations
Assessment/Accreditation
Year
Council on Accreditation (COA) [for Children and
Family Services] - Accreditation
1982
Charity Navigator
2008
National Association for the Education of Young
Children (NAEYC) - 3 Year Accreditation
2007
Child Placing Agency
1990
Awards
Award/Recognition
Organization
Year
Top 100 Companies for Working
Families
Orlando Sentinel
2009
William C. Schwartz Industry
Innovation Award
Metro Orlando Economic
Development Commission
2009
FCC Dependency Case Manager
of the Year
Florida Coalition for Children
(FCC)
2008
FCC Social Worker of the Year
Florida Coalition for Children
(FCC)
2008
FCC Therapist of the Year
Florida Coalition for Children
(FCC)
2008
FCC Volunteer of the Year
Florida Coalition for Children
(FCC)
2008
FCC Chairman's Award -Advocate of the Year
Florida Coalition for Children
(FCC)
2008
FCC Ann Bowden Child Advocate Florida Coalition for Children
Award
(FCC)
2008
Top 25 Companies to Work for in
PR
PR News
2009
FCC Chairman's Award -Advocate of the Year
Florida Coalition for Children
(FCC)
2009
Healthy Families Program of the
Year
Healthy Families Florida
2009
Healthy Families Family
Assessment Worker of the Year
Healthy Families Florida
2009
Top 100 Companies for Working
Families
Orlando Sentinel
2010
Top 100 Companies for Working
Families
Orlando Sentinel
2012
Statewide Community Award
Leadership Florida
2010
29
Angel in Adoption
Congressional Coalition on
Adoption Institute
2010
FCC Chairman's Award - Advocate Florida Coalition for Children
of the Year
2009
Adoption Excellence Award:
United States Department of
Adoption of Minority Children from Health and Human Services
Foster Care
2010
Healthiest Employers
Orlando Business Journal
2011
Top 100 Companies for Working
Families
Orlando Sentinel
2011
Healthiest Employer
Orlando Business Journal
2012
Top 100 Companies for Working
Families
Orlando Sentinel
2013
Healthiest Employers
Orlando Business Journal
2013
Image Award: Best Website
Florida Public Relations
Association
2013
Top 100 Companies for Working
Families
Orlando Sentinel
2014
Image Award: Public Affairs
Florida Public Relations
Association
2014
Judges Award: Public Affairs
Florida Public Relations
Association
2014
Lighting the Way Award
Florida Coalition for Children
2014
Healthiest Employer Honoree
Orlando Business Journal
2015
#86
Top 100 Healthiest Employers in
the Nation
2015
Top 100 Companies for Working
Families
Orlando Sentinel
2015
Top 100
Top 100 Healthiest Employers in
the Nation
2016
Healthiest Employer Honoree (#2) Orlando Business Journal
2016
Top 100 Companies for Working
Families
2016
Orlando Sentinel
30
Financials
Fiscal year
Fiscal Year Start
July 01, 2016
Fiscal Year End
June 30, 2017
Projected Revenue
$120,266,530.00
Projected Expenses
$119,586,480.00
Endowment Value
$9,336,054.00
Spending Policy
Income Only
Percentage
0%
Detailed Financials
Revenue and Expenses
Fiscal Year
Total Revenue
Total Expenses
Revenue Sources
Fiscal Year
Foundation and Corporation
Contributions
Government Contributions
Federal
State
Local
Unspecified
Individual Contributions
Indirect Public Support
Earned Revenue
Investment Income, Net of Losses
Membership Dues
Special Events
Revenue In-Kind
Other
2015
$116,413,655
$117,496,824
2014
$112,550,309
$112,109,960
2013
$108,698,768
$109,256,479
2015
$0
2014
$0
2013
$0
$95,025,437
$0
$0
$0
$95,025,437
$4,754,157
$1,724,399
$9,044,356
$459,425
$0
$1,382,590
$3,214,341
$808,950
$93,757,960
$0
$0
$0
$93,757,960
$3,178,578
$1,755,768
$8,572,443
$674,029
$0
$1,210,662
$1,631,826
$1,229,043
$91,082,910
$0
$0
$0
$91,082,910
$3,300,138
$2,052,267
$7,983,711
($347,204)
$0
$1,395,763
$1,620,316
$1,610,867
31
Expense Allocation
Fiscal Year
Program Expense
Administration Expense
Fundraising Expense
Payments to Affiliates
Total Revenue/Total Expenses
Program Expense/Total Expenses
Fundraising Expense/Contributed
Revenue
Assets and Liabilities
Fiscal Year
Total Assets
Current Assets
Long-Term Liabilities
Current Liabilities
Total Net Assets
Short Term Solvency
Fiscal Year
Current Ratio: Current Assets/Current
Liabilities
Long Term Solvency
Fiscal Year
Long-Term Liabilities/Total Assets
2015
$99,870,065
$13,523,354
$4,103,405
$0
0.99
85%
4%
2014
$96,403,352
$12,110,642
$3,595,966
$0
1.00
86%
4%
2013
$92,654,314
$12,844,653
$3,757,512
$0
0.99
85%
4%
2015
$94,656,877
$22,956,425
$16,708,557
$22,550,241
$55,398,079
2014
$94,658,645
$24,297,354
$17,061,143
$20,785,219
$56,812,283
2013
$89,713,718
$24,015,905
$17,069,610
$22,720,399
$49,923,709
2015
1.02
2014
1.17
2013
1.06
2015
18%
2014
18%
2013
19%
2014
Government
$93,757,960
Earned Revenue
$8,572,443
Foundations,
Corporations and
Individuals
$3,718,578
2013
Government
$91,082,910
Earned Revenue
$7,983,711
Individuals
$3,300,138
Top Funding Sources
Fiscal Year
Top Funding Source & Dollar Amount
2015
Government
$95,025,437
Second Highest Funding Source & Dollar Earned Revenue
Amount
$9,044,356
Third Highest Funding Source & Dollar
Foundations,
Amount
Corporations and
Individuals
$4,754,157
Capital Campaign
Currently in a Capital Campaign?
No
Goal
0
Capital Campaign Anticipated in Next 5 Years?
No
Comments
Organization Comments
Financial information reflects CHS' statewide data, budgets and projections. Because of the economic
environment, CHS incurred significant market losses in our pension plan and interest rate swap. Also as a result
of the recession, we faced a decrease in contributions. However, responsible, strategic management and
fiduciary practices have led to CHS maintaining a positive financial position.
While CHS does not have an endowment at the Community Foundation of Central Florida, we do have
endowments valued at approximately $20 million at the Children's Home Society of Florida Foundation, a
separate 501(c)(3) created to manage assets and endowments to ensure CHS' long-term vitality. Fulfilling donor
intent is paramount, resulting in investment revenue that benefits the local divisions on a monthly basis and
32
specific programs per fund instructions. The Foundation's spending allocation is 1.5% of the average market
value for the 36 months prior to and including December 31 for all funds except specific-purpose funds.
Foundation Comments
• Financial figures taken from 990s. 990s and audits are reconciled.
• Contributions from foundations and corporations are included with total for individuals, as they were not
separated in the 990s.
• In-kind contribution revenue includes donated goods and services as reported on the IRS form 990.
• Endowment is not held at the Central Florida Foundation.
33
Created 06.18.2017.
Copyright © 2017 Central Florida Foundation
34