Salvation Army - Orlando Area Command - Copyright 2012 Community Foundation of Central Florida

Salvation Army - Orlando Area Command
                 Copyright © 2012 Community Foundation of Central Florida

General Information

Nonprofit
Salvation Army - Orlando Area Command
Address
416 West Colonial Drive
Orlando, FL 32804
Phone
(407) 423-8581
Fax
(407) 423-7128

Website
www.salvationarmyorlando.org
Contact Email
Year of Incorporation
1955
Organization DBA

Former Names

Organization's type of tax exempt status
Public Supported Charity
Name of supporting organization
Organization received a competitive grant from the community foundation in the past five years
No

Statements and Search Criteria

Mission Statement
The Salvation Army, an international movement, is an evangelical part of the universal Christian Church. Its
message is based on the Bible. Its ministry is motivated by love of God. Its mission is to preach the gospel
of Jesus Christ and to meet human needs in His name without discrimination.
Impact Statement
Accomplishments
In 2010, we were awarded a HUD Supportive Housing Program renewable grant through Homeless Services
Network, which provides Transitional shelter services to homeless adults and their children.
Through partnerships with University of Central Florida and Palm Beach Atlantic Colleges’ School of Social
Work, we provide internship opportunities for bachelors and masters level students, allowing us to offer
additional services for our clients.
Completed in 2010, our Strategic Planning Process allowed us to assess the needs of clients, which
identified gaps in our community service delivery system, facilitating the development of an organizational
Strategic Plan. Issue Management identified the goals, objectives, strategies, and indicators providing us
with a successful action plan to address issues facing us for the next several years. The process was
facilitated by the University of Central Florida Center for Community Partnerships.
Our Angel Tree Program provides the opportunity for the public to purchase Christmas toys and clothing for
low income children. Our newest Angel Tree partners are JC Penney and Chick-Fil-A, who with last year’s
participation, helped us to distribute 57% more toys.

 Beginning with the 2010 Christmas season, Central Florida News 13 joined us as our Red Kettle Campaign
media sponsor for our Christmas Kettle effort. Proceeds from the Campaign benefit our programs year-
round.

Goals

We have set a goal to adapt to a Generalist Intervention Case Management Model which stresses client
empowerment; working effectively within the agency structure; requiring the assumption of a wide range of
professional roles, and applying critical thinking to the planned change process for the benefit of our clients.

In early 2011 we revamped our Volunteer Services department setting a goal to increase Red Kettle
Volunteer groups to man our Kettles during the Christmas season instead of hiring workers, which will
decrease fundraising costs.
Background Statement
The Salvation Army, an international movement, is an evangelical part of the Universal Christian Church. Its
message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the
Gospel of Jesus Christ and to meet human needs in His name without discrimination. William Booth founded
The Salvation Army in 1865 to help the poor, hungry, and forgotten people living on the streets of London,

England. The movement spread worldwide, and arrived in Orange County in 1920. Today we continue to
assist individuals in the Orange County community in times of crisis. We provide shelter to the homeless at
our Men’ Facility and our Women’s and Children’s Facility. We feed the hungry on our evening street line,
Monday - Friday. We work to prevent homelessness through emergency rent, mortgage, utility, clothing, and
food assistance.
Primary Organization Category
Religion- Related / Christianity
Secondary Organization Category
Human Services / Salvation Army
Tertiary Organization Category
Housing, Shelter / Homeless Shelters
Geographic Areas Served
FL - Orange
32703, 32704, 32709, 32710, 32712, 32751, 32768, 32777, 32789, 32790, 32792, 32793, 32794, 32798,
32801, 32802, 32803, 32804, 32805, 32806, 32807, 32808, 32809, 32810, 32811, 32812, 32814, 32816,
32817, 32818, 32819, 32820, 32821, 32822, 32824, 32825, 32826, 32827, 32828, 32829, 32830, 32831,
32832, 32833, 32834, 32835, 32836, 32837, 32839, 32853, 32854, 32855, 32856, 32857, 32858, 32859,
32860, 32861, 32862, 32867, 32868, 32869, 32872, 32877, 32878, 32885, 32886, 32887, 32890, 32891,
32893, 32896, 32897, 32898, 34734, 34740, 34760, 34761, 34777, 34778, 34786, 34787
Needs Statement
1. Our most pressing needs are to provide for the clients we serve in our shelters. Items needed are linens,
   towels, blankets, day care slots ($140/week/child), and class registration fees. These are the most
   pressing needs, the basic things that people that are stably housed may take for granted.

  Once our clients basic needs are met, intensive case management processes (including assessment,
  brokering, and advocacy) are key to resolving the underlying issues of homelessness. In order to help
  families achieve their goals, we need to hire additional qualified case management staff; resulting in better
  outcomes for the individuals that we are striving to influence each day. The approximate cost for two case
  managers would be $100,000 per year ($35,000/yr x 1.4 (the cost of benefits, taxes, etc.).

  In our Corps or Church program, our needs are as follows: carpet or tile, gym floor, basketball and
  volleyball equipment, playground equipment, a mini-van, and two sets of stackable washer/dryer units for
  our homeless outreach program.
CEO Statement
The Salvation Army works tirelessly to meet the ever-increasing and ever-expanding needs of those less
fortunate throughout the Orlando community.

Our greatest need is to supply the unprecedented increase in demand for the basic needs of the clients we
serve! With grants and government funding being reduced or eliminated, and donors giving more of their
time but fewer financial contributions, one of our biggest challenges is to find new and innovative revenue
sources. With our local unemployment near a state-record 11%, foreclosures at an all-time high, families are
struggling on a daily basis to keep their electricity on, have water to bathe and drink, food in their pantry for a
decent meal, and to stretch their dollars far enough to make their rent or mortgage payments. Unfortunately,
many of the families in our community run out of options and end up homeless and turn to us. With more
than 400 calls for assistance flooding our Social Services offices every day, the need is greater than ever.

Our staff, interns, and volunteers strive to do the most good with every donation we receive. We are able to
maximize 83 cents of each dollar donated and apply it to our programs and services. This includes
homelessness prevention services in the form of rent, mortgage, and utility assistance; emergency and
transitional shelter for the homeless and a plethora of additional social services. We are a continuum of care,
providing services to prevent people from losing stable housing, as well as providing shelter to those that
have not been successful.

The Salvation Army partners with countless outside agencies and organizations to provide a broader base of
assistance to those in need in Orange County.

We utilize an increasing volunteer population to help reach even more individuals and families in need while
reducing overhead costs. This translates to over 3,000 volunteers - our army behind The Army!

The Salvation Army will continue to be careful stewards of all donations received from the community,
foundations, and government entities. We will reach out to help as many men, women, and children who
need assistance, without discrimination, and we are committed to continue to do the most good.
Board Chair Statement

Programs
Emergency Assistance Program
The Social Services program assists individuals and families at risk of homelessness before they lose their
home. We realize that each dollar spent to prevent homelessness saves many more dollars in recovery. We
provide emergency assistance with food, clothing, rent/mortgage and utility payments, hygiene kits, and
school supplies (once a year) to eligible Orange County residents. We also provide Thanksgiving meals, and
Christmas Toys to families in the community. The program works with United Way 2-1-1 Information and
Referral by providing referrals for other available services to those in need. We also coordinate with the U.
S. Department of Housing and Urban Development (HUD) through the local continuum of care, Homeless
Services Network, coordinating data in the Homeless Management Information System (HMIS).
Budget
$756,416
Category
Housing, General/Other / Housing Expense Assistance
Population Served
Adults / Families
Program Short-Term Success
For the goals listed, the results are as follows:
1. 92% of survey participants report that their crisis situation was stabilized through the assistance they
received.

2. 98% of survey participants report that they received information and referrals on additional community
resources and services.

Program Long-Term Success
For this program we have two goals which are as follows:
1. Stabilize the clients current crisis situation.

2. Increase the clients awareness of additional resources and services available throughout the community.
Program Success Monitored By
The tool used to measure the change in the client's situation is a Client Survey, which is given to all clients
that are seen by our Caseworker staff.
Examples of Program success
Ms. E called us asking for utility assistance. When asked to explain her emergency she said that she had to
kick her boyfriend out of the home because she had caught him molesting her three year old daughter and
with his incarceration, she did not have the income to pay her utility bill. We expressed to her how deeply
sorry we were about she and her child’s situation and explained what she needed to bring in in order to be
assisted. We also informed her that if she needed any other assistance we offer food and hygiene products
and provided her with a list of other agencies that provide other kinds of assistance such as legal aid, child
care, and health care services. Ms. E brought in all the proper documentation such as a police report that
explained the incident in detail and proof that she had just started a new job. We were able to assist her with
the majority of one month’s utility bill. Ms. E was very grateful that we helped her through this trying time in
her life.

Men's Shelter
The Men's Shelter provides emergency and transitional housing and meals in a 128 bed shelter. Through
intensive case management and partnerships with local health and human service agencies and
employment counseling, residents are provided the necessary tools for a successful second chance.

·      Within the shelter, we conduct a four-fold program: Emergency Shelter, Phase 1 Transitional Housing,
Phase 2 Transitional Housing, and Phase 3 After Care.
·      Emergency shelter residents can stay up to 90-days in our facility as long as they are working on
bettering their present situation.
·      Phase 1 is for unemployed residents that wish to be part of a Transitional program that offers Life
Skills Classes, Job Readiness Classes, HIV and STD awareness classes, Parenting Classes, Financial and
Budgeting Classes, one-on-one case management, and group meetings.
Phase 2 is for those who are employed and are saving money, searching for housing, and getting organized
to leave the shelter and live on their own. Residents in Phase 1 and Phase 2 can stay in our facility for up to
one year. Phase 3 is for those who have left the facility and are living on their own and require continued
supportive services.
Budget
$768,684
Category
Human Services, General/Other / Services for the Homeless
Population Served
Homeless / Adults / Males
Program Short-Term Success
For the goals listed, the results are as follows:
1. 78% of clients exiting the program will move into permanent housing.

2. 60% of clients will increase their income from all sources at program exit.

3. 85% of clients exiting the program will show overall improvement on the HUD Self-Sufficiency Matrix at
program exit.
Program Long-Term Success
For this program we have three goals which are as follows:
1. Obtain and remain in permanent housing.

2. Increase skills or income.

3. Greater self-determination.

Program Success Monitored By
For goal # 1, Project staff evaluates each client at the time of admission in the program for barriers to
accessing permanent housing. Staff will develop a plan for addressing those barriers. Upon program exit,
type of housing client is discharged to will be documented in client files and in the HSN HMIS system.
Documentation includes copy of lease or other verification of housing.

For goal # 2, participants income at entry will be documented in case file. Clients will be evaluated based on
their employability. Income from all sources will be recorded in case files and in HSN's HMIS system when
the client exits the program.

For goal #3, staff will complete the Self-Sufficiency Matrix within the first sixty days of entry and at program
exit. Staff and participant develops the plan, and staff will complete a updated plan periodically and an
updated HUD Self-Sufficiency Matrix at program exit.

Examples of Program success
All my life I wanted to attend the Motor Mechanics Institute in Florida. I had a low paying job and a few
possessions and did not know how I was going to keep these things and get from Georgia to Florida to
attend school. I found myself addicted to drugs and alcohol and I lost my job and all my worldly possessions.
A friend of mine took me to a detox center and from there I went to rehab and stayed for 51 weeks. After
leaving I took a job with a company that never paid me. Nothing I tried worked. One day I started to think
about my dream of attending school in Florida. I had nothing and nowhere to go in Georgia, so I rode my
bicycle to Orlando which was the best decision I ever made. It was a hard trip but after 12 days, I made it. I
came to The Salvation Army’s Men’s Shelter which gave me the stability I needed. Without the Shelter, I
would have been a bum on the streets. I got case management which kept me focused. I found a job within a

month and started a savings account. I registered for school at the Mechanics Institute and was so surprised
when The Salvation Army paid my registration, lab, and equipment fees. I am finally in school and I am so
thankful and grateful for the help The Salvation Army gave me.

Women's and Children's Shelter
The Salvation Army Women’s and Children’s Shelter is operated as an Emergency /Transitional Shelter for
women and children. We serve women ages 18 and above and children, ages newborn and up. There is an
age limit of 12 years for male residents, depending on the family room space available. Our program
provides shelter, showers, breakfast, lunch, and dinner seven (7) days a week, 365 days a year.
Through intensive case management and partnerships with local health and human service agencies and
employment counseling, residents are provided the necessary tools for a successful second chance.
·      Within the shelter, we conduct a four-fold program: Emergency Shelter, Phase 1 Transitional Housing,
Phase 2 Transitional Housing, and Phase 3 After Care.
·      Emergency shelter residents can stay up to 90-days in our facility as long as they are working on
bettering their present situation.
·      Phase 1 is for unemployed residents that wish to be part of a Transitional program that offers Life
Skills Classes, Job Readiness Classes, HIV and STD awareness classes, Parenting Classes, Financial and
Budgeting Classes, one-on-one case management, and group meetings.
Phase 2 is for those who are employed and are saving money, searching for housing, and getting organized
to leave the shelter and live on their own. Residents in Phase 1 and Phase 2 can stay in our facility for up to
one year. Phase 3 is for those who have left the facility and are living on their own and require continued
supportive services.
Budget
$618,427
Category
Human Services, General/Other / Services for the Homeless
Population Served
Adults / Females / Homeless
Program Short-Term Success
For the goals listed, the targets are as follows:
1. 78% of clients exiting the program will move into permanent housing.

2. 60% of clients will increase their income from all sources at program exit.

3. 85% of clients exiting the program will show overall improvement on the HUD Self-Sufficiency Matrix at
program exit.
Program Long-Term Success
For this program we have three goals which are as follows:
1. Obtain and remain in permanent housing.

2. Increase skills or income.

3. Greater self-determination.
Program Success Monitored By
For goal # 1, Project staff evaluates each client at the time of admission in the program for barriers to
accessing permanent housing. Staff will develop a plan for addressing those barriers. Upon program exit,
type of housing client is discharged to will be documented in client files and in the HSN HMIS system.
Documentation includes copy of lease or other verification of housing.

For goal # 2, participants’ income at entry will be documented in case file. Clients will be evaluated based on
their employability. Income from all sources will be recorded in case files and in HSN's HMIS system when
the client exits the program.

For goal #3, staff will complete the Self-Sufficiency Matrix within the first sixty days of entry and at program
exit. Staff and participant develops the plan, and staff will complete an updated plan periodically and an
updated HUD Self-Sufficiency Matrix at program exit.
Examples of Program success

Ms. M was in our shelter for seven months because of domestic violence. She was under an order of
protection but her abuser found her. Through legal intervention she no longer has to run from her abuser.

During her stay here, she found herself in trouble and she was given jail time for writing bad checks.
Although she has paid all restitution that she owes and has completed her jail and probation time, her record
has kept her from many good jobs.

Time passed and she was able to land a good job with a government agency, allowing her to move out on
her own.

Ms. M has always stated that we played a vital role in her success as she was given case management and
encouragement to help her reach her goals. She returns weekly to give back. She is not only a role model for
the ladies in the shelter, but she encourages them to tough it out, stick with it, and work hard. She is always
here with a smile and enjoys mentoring our ladies which helps her to remember where she came from.

After School Program
The After School Program, a program of the Women’s and Children’s Facility, provides safe, structured care
in an educational environment for elementary school age children after regular school hours and during
school holidays to permit the mothers to secure and maintain employment or pursue their education with the
knowledge that their children are cared for in their absence. Because the families have no means of support
and are working toward self-sufficiency, it is vital for this service to be provided at no cost to our residents.
After school care is administered through a voucher system provided through Women’s Shelter. Daily
transportation is provided in an unmarked Salvation Army vehicle so that the children are not stigmatized as
“homeless”. Elementary school age children at our Facility are unable to utilize public school Extended Day
programs due to waiting lists. Therefore, we need to work with a flexible childcare provider that can care for
our fluctuating population. The After School Program is provided for the benefit of our children through a
partnership with Kid-E-Place in Orlando, which is licensed by DCF (Department of Children and Families).
The center is nationally accredited by FACCM (Florida Association for Child Care Management) and is the
recipient of the Gold Seal Quality Care Program award. Without the After School Program, mothers provided
shelter at The Salvation Army would not be able to gain or maintain employment or pursue their education.
This would keep them in the cycle of homelessness. Fortunately, the After School Program allows mothers
the opportunity to work at rebuilding their lives and transition back to self sufficiency in peace, knowing that
their children are cared for.
Budget
$31,467
Category
Education, General/Other / Afterschool Enrichment
Population Served
Children Only (5 - 14 years) / Homeless
Program Short-Term Success
For goal 1: All school aged chidren receive care by licensed childcare givers while at school or in the care of
the shelter.

For goal 2: 81% of the chldren that attended the after-school program showed an increase in their remedial
skills and grade level.

For goal 3: 100% of all school-aged children in the shelter are provided with proper nutrition and the parents
are provided with nutritional food to give to their children while living in the shelter.
Program Long-Term Success
Goal 1: Safe and educational environment for children while mother works to get family on their feet or is
seeking employment or education.

Goal 2: Empower children with age appropriate skills to apply those skills in their lives.
Goal 3: Balanced nutrition will be provided to the children while in the care of the shelter.
Program Success Monitored By
Goal 1: All children are sent to a licensed day care or after school facility. Inspection results are shared with
steff.

Goal 2: Results are noted in child's case management files as a result of progess reports and report cards
provided by childcare provider.

Goal 3: Results are noted by medical care providers during doctor visits and by Shelter staff observation.
Examples of Program success

Program Comments
CEO Comments
Foundation Staff Comments

Management

CEO/Executive Director
Major H. Andrew Kelly
CEO Term Start
June 2007
CEO Email
Andrew_Kelly@uss.salvationarmy.org
CEO Experience
Andrew Kelly has over 24 years of experience in leadership positions with The Salvation Army. He and his
wife, Amy, entered the College for Officer's Training of The Salvation Army in 1983. During his career with
The Salvation Army, he has served as the Corps Officer of The Salvation Army Dallas-Temple Corps,
Texarkana (Texas) Corps, and Dallas-Pleasant Grove. He has served as the Divisional Youth Secretary for
the National Capital-Virginia Division headquartered in Washington, D.C. and has been the Divisional
Secretary for the Kentucky-Tennessee Division headquartered in Louisville, KY. Before coming to Orlando,
Major Kelly served as the Divisional Secretary then the General Secretary of the Arkansas-Oklahoma
Division, headquartered in Oklahoma City.
Andrew Kelly was born in Ithaca, New York and involved with The Salvation Army all his life. He attended
Asbury College in Wilmore, Kentucky and graduated with a Bachelor of Science in Music Education. After
graduating from Asbury, Andrew Kelly served as Divisional Music Director for the Alabama-Louisiana-
Mississippi Division before attending the College for Officer's Training in Atlanta, GA. He has also earned an
MBA in HR Management.
While as Asbury, he met Amy and they were later married. Together they have four kids - Sarah, Laura,
A.J., and Abby.
Leadership responsibilities:
2-State administrator for HR, Legal Matters, Grants & Estates, Social Services, Youth Ministry, Summer
Camp Director, Property, Service Units, and Policies/Procedures.
Number of Full Time Staff
44
Number of Part Time Staff
8
Number of Volunteers
4921
Number of Contract Staff
0
Staff Retention Rate
89
Organization has Fundraising Plan?
No
Organization has Strategic Plan?
Yes

Does your organization have a Business Continuity Plan?
Years Strategic Plan Considers
5
Date Strategic Plan Adopted
 2010
Management Succession Training Plan
No
Organization Policies And Procedures
Yes
Co-CEO
Major Amelia Kelly
Co-CEO Term Start
June 2007
Co-CEO Email
Amelia_Kelly@uss.salvationarmy.org
Co-CEO Experience
Amy Kelly has over 24 years of experience in leadership positions with The Salvation Army. She and her
husband, Andy, entered the College for Officer's Training of The Salvation Army in 1983. During her career
with The Salvation Army, she has served as the Corps Officer of The Salvation Army Dallas-Temple Corps,
Texarkana (Texas) Corps, and Dallas-Pleasant Grove. She has served as the Divisional Corps Cadet
Counselor for the National Capital-Virginia Division headquartered in Washington, D.C. and has been the
Assistant Divisional Secretary for the Women's Ministries for the Kentucky-Tennessee Division
headquartered in Louisville, KY. Before coming to Orlando, Major Kelly served as the Divisional Secretary
for Women's Ministries of the Arkansas-Oklahoma Division, headquartered in Oklahoma City.

Amy Kelly was born in Cedartown, Georgia and met The Salvation Army while in college. She attended
Asbury College in Wilmore, Kentucky and graduated with a Bachelor of Arts in Social Work and Sociology.
Amy attended the College for Officer's Training in Atlanta, GA.

While at Asbury, she met Andy and they were later married. Together they have four kids - Sarah, Laura,
A.J., and Abby.

Leadership responsibilities:
Women's Ministries, Women's Auxiliaries, Associate Summer Camp Director, 2-State Youth Ministry.

Former CEOs and Terms
Major Samuel Henry - June 2005 to June 2007
Major David Birmingham - July 2000 to June 2005
Senior Staff
Lenora Sherman - Director of Finance
Lenora Sherman has worked with the Orlando Metropolitan Area Command for 40 years providing
administrative and managerial support; evaluating work of the financial, budgeting, bookkeeping,
Development/HR Secretary, insurance, and human resource functions. Ensures that day-to-day operations
of the same are in compliance with the policies an decisions of the Area Command. Supports all offices
assignments concentrating on targeting deadlilnes and quality standards; prepares various routine and
special reports to keep Area Commander abreast of progress such as grant proposals, budgets, and
financial reports. Assumes additional responsibilities in the absence of the Area Command.

Lenora has held the position of Bookkeeper, Comptroller, General Manager, & Director of Finance. She has
attended courses at Valencia, and Mid-Florida Tech.

Kyle Melodie McNeil - Development Director
Plans, develops and coordinates all phases of donor development and the solicitation of financial support for
The Salvation Army programs and services for the Area Command; plans, develops and coordinates public
relation programs with the media, private and public sector organization and churches; serves as liaison to
the Divisional Headquarters Planned Giving Department.

Kyle McNeil worked for the Heart of Florida United Way for 7 years and has worked for The Salvation Army
for three years. She is a graduate of Baruch College with a B.BA.

Kyle is a member of the Grant Professionals Network.

Gene Daniels - Operations Director
Supervises, coordinates, assisgns, monitors,l audits, and evaluates the work of maintenance, transportation,
monitors employees' work in progress and upon completion; instructs and trains employees n department in
proper methods and procedures; conducts evaluations; provides constructive and positive feedback to
employees to improve productivity, efficiency, and effectiveness.

Oversight of the IT Department, transportation & vehicles, risk management prevention, and property.

Gene Daniels has been employed with The Salvation Army for 14 years. He has completed three years at
Valencia and UCF.

Nathan Emery - Social Services Director
Plans, directs, coordinates, supervises, and monitors the administration of all social service programs within
the department including but not limited to crisis intervention counseling, transitional living accommodations,
emergency services as well as financial, food, clothing, and furniture assistance; supervises all department
staff and ensure work is in compliance with established policies and procedures; develops, implements, and
enhances programs to effectively meet the needs of the community; administers the department budget and
assists with securing funding for programs; assists with writing grants proposals and ensures program
operations are in compliance with contract agreements; serves as leader in the community by performing
public speaking and promoting program services.

Nathan began his tenure with The Salvation Army in 2011 and has his Masters in Social Work with a
concetration in Organizational Leadership from Indiana University.

Management Reports to Board?
Yes
CEO Formal Evaluation and Frequency
Yes - Tri-Annually
Senior Management Formal Evaluation and Frequency
Yes - Annually
Non Management Formal Evaluation and Frequency
Yes - Annually
Collaborations
Our Divisional Headquarters and Territorial Headquarters mandates the evaluation process, assuring each
employee has been evaluated each year consistently and fairly.
Affiliations

External Assessments Accreditations

Awards

Government Licenses

Nondiscrimination Policy Plan
Yes

Whistle Blower Policy Plan
Yes
Document Destruction Policy Plan
Yes
Directors and Officers Insurance Policy
No
CEO Comments
Foundation Staff Comments

Governance
Board Chair
William Roberts
Board Chair Company Affiliation
The Salvation Army
Board Chair Term
July 2011 to June 2012
Board Chair Email
Board Members
Larry W. Broome
Stephen Ellis - The Salvation Army - Voting
Terry Griffin - The Salvation Army - Voting
W. Edward Hobgood - Voting
David E. Jeffrey - The Salvation Army - Voting
John R. Jones - Voting
Margaret McGourn - Voting
John T. Needham
William Roberts
Board Demographics
Ethnicity:
African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 9
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified):
Gender:
Female: 1
Male: 8
Unspecified: 0
Board Term Lengths
3
Board Term Limits
Board Meeting Attendance
44
Written Board Selection Criteria
No
Written Conflict Of Interest Policy
Yes
Percentage of Monetary Contributions

0
Percentage of In-Kind Contributions
0
Constituency Includes Client Representation
No
Board Co-Chair
David E. Jeffrey
Board Co-Chair Company Affiliation
Board Co-Chair Term
 to
Number of Full Board Meetings Annually
10
Constituent Board Members

Risk Management Provisions
Accident and Injury Coverage
Automobile Insurance
Automobile Insurance and Umbrella or Excess Insurance
Commercial General Liability
Crime Coverage
Disability Insurance
Employee Benefits Liability
Employee Dishonesty
General Property Coverage
Life Insurance
Medical Health Insurance
Workers Compensation and Employers' Liability
Standing Committees

Additional Board/s Members and Affiliations
Jim Boccher
Thomas M. Brownlee - Brownlee Lighting - Voting
Curt Brownlee - Business Owner - Voting
Martha Brumback - Community Volunteer - Voting
George L. Clapham - Attorney at Law - Voting
Brian Colley - Universal Orlando Resort - Voting
Carlton E. Colley - All Florida Promotional Products - Voting
Thomas V. Core, Sr. - Retired - Voting
Matt Englett
Paul G. Flory - Retired - Voting
Danny Gordon - HuntonBrady Architects - Voting
Joseph S. Guernsey - Retired - Voting
Bob Harvey - Business Owner - Voting
Paul G. Hay - Community Volunteer - Voting
Eric Holm - Metro Corral Partners/Golden Corral - Voting
Eric Jackson - Jones Lang LaSalle - Voting
Dean K. Jennings - The Keewin Real Property Co. - Voting
Lorelie Johnson - Bright House Networks Orlando Corporate Office - Voting
Jeff Johnston - Chick Fil A - Voting
Debi Jones - Sea World Discovery Cove/Aquatica - Voting
Sandra Kensil - Community Volunteer - Voting
Craig C. Mateer - Bags and Cars Inc. - Voting
Gary McCall - Sun Charm Ranch, Inc. and McCall Properties, Inc. - Voting
Norbert Ortiz - Orlando Sentinel - Voting
Daniel K. Pressler - Sea World of Florida - Voting

Tracy Richardson - WKMG Local 6 - Voting
David E. Robinson - Seaside National Bank & Trust - Voting
Steve Rocca - Lockheed Martin - Voting
Bert E. Roper - Roper Growers Cooperative - Voting
Gregory J. Ruse - The Walt Disney Company - Voting
Gary Sain
Desiree Sanchez - Lynum & Sanchez, P.A. - Voting
Robin Smythe - Central Florida News 13 - Voting
CEO/Executive Director Comments
In The Salvation Army there are several Boards with different responsibilities. We have a Board Of Trustees
in Atlanta Georgia where our Southern Territorial Headquarters is located. The Board of Trustees/Directors
has the responsibility of management for The Salvation Army in fifteen (15) states, including Florida. At the
Orlando Metropolitan Area Command, which has jurisdiction over Orange and Osceola Counties, we have
an Advisory Board. The function of the Local Advisory Board is advisory or fiduciary; it is responsible to The
Salvation Army Corporation; it is not a separate legal entity or an organization with executive or
administrative authority.

Financials
Fiscal Year
2011
Projected Revenue
$5,426,255
Projected Expenses
$5,426,255

Prior Three Years Total Revenue and Expense Totals Chart
      Fiscal Year           2010                2009                            2008
     Total Revenue            $6,102,429               $5,254,322               $4,820,707
     Total Expenses           $6,389,027               $5,260,833               $4,593,251

Prior Three Years Total Revenue Sources Chart
      Fiscal Year           2010                       2009                     2008
     Foundation and           $0                       $0                       $0
     Corporation
     Contributions
     Government               $271,139                 $138,731                 $117,642
     Contributions
     -- Federal               $0                       $0                       $0
     -- State                 $0                       $0                       $0
     -- Local                 $0                       $0                       $0
     -- Unspecified           $271,139                 $138,731                 $117,642
     Individual Contributions $4,875,244               $4,125,011               $3,646,634
     Indirect Public Support $375,048                  $378,112                 $382,107
     Earned Revenue           $580,998                 $612,468                 $674,324
     Investment Income,       $0                       $0                       $0
     Net of Losses
     Membership Dues          $0                       $0                       $0
     Special Events           $0                       $0                       $0

Revenue In-Kind          $0                 $0           $0
     Other                    $0                 $0           $0

Prior Three Years Expense Allocations Chart
Expense By Type

     Fiscal Year              2010               2009         2008
     Program Expense          $5,386,921         $4,230,074   $3,771,925
     Administration           $376,070           $466,582     $277,236
     Expense
     Fundraising Expense      $626,036           $564,177     $544,090
     Payments to Affiliates   $0                 $0           $0
     Total Revenue/Total      0.96               1.0          1.05
     Expenses
     Program                  84%                80%          82%
     Expense/Total
     Expenses
     Fundraising              11%                12%          13%
     Expense/Contributed
     Revenue

Prior Three Years Assets and Liabilities Chart
Assets and Liabilities

     Fiscal Year              2010               2009         2008
     Total Assets             $600,241           $627,609     $631,427
     Current Assets           $494,766           $510,484     $511,889
     Long-Term Liabilities    $0                 $0           $0
     Current Liabilities      $458,965           $199,735     $197,042
     Total Net Assets         $141,276           $427,874     $434,385

Short Term Solvency
     Fiscal Year              2010               2009         2008
     Current Ratio: Current   1.08               2.56         2.6
     Assets/Current
     Liabilities

Long Term Solvency
     Fiscal Year              2010               2009         2008
     Long-term                0%                 0%           0%
     Liabilities/Total Assets

Prior Three Years Top Three Funding Sources
Top Three Funding Sources

Fiscal Year              2010                     2009                     2008
     Top Funding Source       Individuals,             Individuals/Fdns/Corp    Individuals/Fdns/Corp
     and Dollar Amount        Foundations,             $4,125,011               $3,646,634
                              Corporations
                              $4,875,244
     Second Highest           Earned Revenue           Earned Revenue           Earned Revenue
     Funding Source and       $580,998                 $612,468                 $674,324
     Dollar Amount
     Third Highest Funding    Indirect Public Support Indirect Public Support Indirect public support
     Source and Dollar        $375,048                $378,112                $382,107
     Amount

Endowment Value
-
Spending Policy
Are you currently in Capital Campaign?
No
Capital Campaign Purpose
Campaign Goal
-
Capital Campaign Dates
 -
Capital Campaign Raised-to-Date Date

Capital Campaign Raised-to-Date Amount
-
Capital Campaign Anticipated in Next 5 Years?
No
State Charitable Solicitations Permit
Exempt Expires
State Registration
Yes
CEO Compensation
CEO Comments
Foundation Staff Comments
Financial figures taken from audit of the Operating Fund as organization does not file the IRS form 990.
Foundation, corporations and congregations are included with individual contributions as they are not
separated in the audit.

Disaster Programs

Is your organization a member of Voluntary Organizations Active in Disaster (VOAD)?
Yes
Program Name
Program Description
Budget

Category
Population Served
Program Previous Experience
Resources and/or services offered in disaster

                                                Prepared 01.17.2012