Central Care Mission of Orlando, Inc.

CCM is aiming to increase its capacity to serve more residents and to provide those residents with the best possible care leading to greater outcomes of success both corporately and individually. Our ultimate Goal is to move men back into society with the tools necessary to cope with daily pressures of life and the confidence to navigate through the difficulties all humans face. We assist men in Orlando, Orange County and the nation who are trapped in cycles of failure and poverty. We define poverty as deficiency in the following areas: physical (housing and health), emotional, spiritual, and financial (debts and fines) and vocational. We help them out of these cycles of poverty through the development of Life Skills. The outcomes we measure are: Is a man free from addictive behavior? Does he have the ability to get and keep a job? Does he have a stable place to live? Does he own or have access to reliable and consistent transportation? Has he tried to restore broken relationships and begun forming new ones? Is he involved in a spiritual community of support and accountability? The following Goals will help us accomplish these aims: Increasing our residents through program development.Completing a Capital Campaign by raising $2,000,000.Increasing our capacity from 51 to 100.

Goal 1. Increasing resident successes through program development. The strategies we will employ are: Increasing our clinical capacity by using a Psychiatrist for prescribing and monitoring medications, by providing a Psychologists for individual weekly evaluation and group therapy, and providing trauma release therapy.Researching ""Best Practices"" and measuring our successes against those practices, and changing our practices where we see gaps.Creating a Life Skill Curriculum based on best practices that is standardized or Codified and by partnering with other service providers when beneficial. Reaching out to universities for research collaboration and Independent Research of our program.Obtaining the most comprehensive and accurate data so we have a true understanding of all our success metrics. Goal 2. Completing a Capital or Comprehensive Campaign by raising $2,000,000The strategies we will employ are: Expanding Donor Base by from 300 (2015), 500 (2016), 750 (2017), to 5,000 (2020) Increasing our presence in the community by adding three key community board membersDeveloping a Funding Plan in partnership with Rollins CollegePerforming a Feasibility Study to determine our Capital Campaign capabilities.Meeting with the Major Foundations in the Orlando/Orange County areaHiring Director of Development beginning April 2017 Goal 3. Increasing our capacity from 51 to 100 residents The strategies we will employ are: Changing our IRS designation from a Standard Non-profit to a Religious Institute Non-profitRezoning our current properties for obtaining building permits and increasing our capacityPurchasing surrounding properties as they become availableConstruction of multi-purpose building In order to increase our capacity we have the goal of constructing a multi-purpose building. Our support facilities are stretched beyond our current housing capacity of 51 men.

Goal 1. Increasing resident successes through program development. We have hired a full-time case manager to oversee all our clinical applications and to keep accurate case management data. We have resident Psychiatrist who is retiring and is willing to do evaluations, write prescriptions and work with the other clinicians. We have a recently partnered with a licensed Psychologists to perform initial evaluations, group therapy and bi-weekly individual therapy. We have formed a business partnership Trauma Release Therapy. Don Wood is the CEO. This partnership will allow us to help those who have experienced debilitating trauma together with transforming the life skills that these individuals have missed. Those organizations we partner with who have expertise are Jobs Partnership, Career Source, GoodWill, Valencia College We have recently invested in Apricot, an outcome management system http://www.communitytech.net/solutions/apricot Goal 2. Completing a Capital or Comprehensive Campaign by raising $2,000,000 We have restarted our E-Tapestry Donor Development software program, by entering our last year's donors , both individually and from three fundraising events. Our next event will increase our donor base by 200. We will launch our new website in March 2016 with the integrative social media capabilities to greatly increasing our donor base. We have a staff person dedicated to the performance of this task. The President of CCM will be focusing on building relationships in the community with the expressed purpose of recruiting key board members. We have hired someone to help us Develop a Funding Plan We have the financial capacity to hire a consultant to do a Feasibility Study. Over the next two years it is our hope to raise enough funding at our annual Breakfast fundraiser to hire Director of Development beginning April 2017. This Development Director will prepare us for interfacing with the major foundations and community businesses. The total cost for three years will be approximately $210,000. Our minimum breakfast fundraising capacity for this same time period is $450,000. At our current amortization, we will pay off all our existing debt by 2020. This alone will free up nearly $40,000 (?) annually toward obtaining a loan. Once we have procured the proper zoning, we will be able to repurpose two existing buildings. This will increase our capacity by 33 clients. This will increase our cash flow by $206, 000 a year. Together these two funding sources represent nearly 1/4 of a million dollars annually. Goal 3. Increasing our capacity to from 51 to 100 residents The writing of this document allow us to apply for a change our IRS designation from a Standard Non-profit to a Religious Institute Non-profit Mack Cope is a land planner. He is helping us navigate rezoning of our current properties and for obtaining building permits. In order to increase our capacity we have the goal of constructing a multi-purpose building. Our facilities are stretched beyond our current capacity of 51 men. Hunton Brady has agreed to partner with us in producing the artist rendering and conceptual drawing as well as the architectural and mechanical drawings. **The mutli-purpose building would free up our existing building to house 33 additional residents. ** The addition would increase our capacity from 1 to 4 classrooms. ** The addition would increase our large gathering capacity from 50 - 200. ** The addition would simultaneously increase our community eating space from 0 - 150.

Duplex purchase: This purchase increases our capacity by 8. While it is good to have residents do the remodeling in an effort to cut costs, it can also lead to unnecessary cost increases due to mistakes and oversights. As a result we will hire a contractor to do all major remodeling or renovations.The 28 House purchase: This purchase increased our capacity by 4. In order to increase our capacity we have purchased houses rather than build new building on existing property not yet approved for capacity increases. The obstacles we now face in this model are less houses to purchase and no predictability of availability.Renting local properties. This increased our capacity by 2 and gives us physical presence on a piece of property we eventually want to purchase.Increased capacity form 36 to 51 in 2015: We have since slowed down this growth to give staff time to adjust and ensure quality control.Hired an Operation Director (non-resident): We've learned that using former residents in full-time salaried positions does not work.Hired a Case Manager (non-resident): We've learned that using former residents in full-time salaried positions does not work.Sub-contracting to a Psychologists Forming a partnership with Trauma Release TherapistIncreased our fleet of vans from three to five. It takes all five to get everyone to the same place at the same time. Consolidated all our debt at 0% interest and reduce length of time for payoff. We have slowed down our rate of debt elimination, albeit still aggressive, in order to hire staff to handle resident growth rates.We have increased our donor base from 300 to 500Changed the our major fundraiser venue and increased our revenue form $30,000 to $150,000.Our previous fundraiser was labor intensive and only net us 40% of proceeds. Our new model is less intensive and we retain 100% of proceeds.Purchase Apricot software for tracking data. Residents cannot be involved in any data input and it requires staff to do this.