Hope is Where the Heart is

aka Camillus House   |   Miami, FL   |


Rooted in the compassionate Hospitality of St. John of God, we improve the quality of life of those who are vulnerable and homeless in South Florida through the provision of a continuum of housing and supportive services.

Notes from the nonprofit

Since our founding more than 60 years ago, Camillus House has grown steadily over the years from a small overnight shelter serving Cuban refugees into a full service center offering a “continuum of care” for persons who are poor and homeless. Camillus does much more than offer a free meal, medical care, a shower, or drug treatment. We offer a second chance to the desperate, the lonely, and the ones society has left behind. Many of the clients who come to Camillus House have nowhere else to go. They have no friends, no family, and no loved ones to help them. Camillus House becomes their family, giving them the hope and support they need to begin the long, difficult transition to a new life and self-sufficiency.

Ruling year info



Hilda M. Fernandez

Main address

P.O. Box 11829

Miami, FL 33101 USA

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NTEE code info

Temporary Shelter For the Homeless (L41)

Food Banks, Food Pantries (K31)

Community Health Systems (E21)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Camillus House improves the quality of life of those who are vulnerable and homeless in South Florida through the provision of a continuum of housing and supportive services. There are approximately 1,100 unsheltered homeless and 2,600 sheltered homeless in Miami-Dade County (Homeless Count, 2019). Of these 16% of unsheltered individuals self-report a diagnosis of mental health, substance abuse or co-occurring disorders. Homeless individuals require a range of services and supports to allow them to obtain housing and the income needed to support housing. Camillus seeks to provide the needed services to engage, house and retain housing for some of the community’s most vulnerable through the provision of emergency, transitional and permanent supporting housing services; benefits and job assistance; behavioral health treatment; rapid rehousing; street outreach; prevention and day services.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Food Services

The meal program at Camillus House offers free, nutritious meals to the hungry of Miami-Dade County. Seven days a week, individuals are provided with a hot, complete meal. No questions are asked; no identification is required; and no limits are put on who can eat. An average of 1,500 meals are served during this evening meal. The meal program also provides meals for clients of other Camillus House program areas, including three (3) meals per day for the clients of the ISPA treatment program and breakfast for clients who have stayed in the emergency overnight dormitory shelter.

Population(s) Served
Homeless people

Camillus offers a range of services to persons living on the streets.  Specific services available include:

The program provides individuals with their immediate needs, such as food, showers, or clothing; provides information regarding services available; and provides hygiene items, such as soap, toothpaste, and combs.

Camillus offers a free mail service, whereby persons who are homeless can use Camillus as a mailing address in order to send and receive mail.

Homeless persons can obtain a free, “Camillus House” picture ID, which often serves as the only form of ID the person has.

Camillus offers free, hot showers for men four days per week, and for women three days per week. Clients can obtain a free exchange of clean clothing, in conjunction with the shower program, or via special referral.

Population(s) Served
Homeless people

ISPA incorporates self-help philosophies with clinical expertise, providing treatment through a mix of individual and group therapy, work training, and social activities. Recognizing that treatment must be tailored to the individual needs and preferences of the client, ISPA employs multiple approaches and modalities, emphasizing development of client-centered plans that are culturally, racially and ethnically appropriate. Co-occurring disorders are treated as separate, primary, chronic disorders.

The program currently maintains a retention rate of 77% of clients who enter active treatment.

Population(s) Served
Women and girls
Men and boys

Camillus Housing Services addresses the most obvious aspect of homelessness — to provide individuals and families with a place to live.

A range of housing options include Emergency, Transitional and Permanent Housing, depending upon the stage in which each client is during their recovery from homelessness.

All housing programs are linked to Camillus' other programs so that clients receive the comprehensive health care and social services they require during their participation in the program. On an average night, some 1,700 men, women and children of South Florida will spend the night at Camillus House.

Population(s) Served

Camillus House's Career Help Program prepares persons who are homeless and formerly homeless to find and keep meaningful employment. The program provides individuals with the opportunity to achieve their educational, vocational and employment goals through industry-specific career tracks.

Educational programs include is designed for individuals who are interested in obtaining their GED, and certificates in fields such as culinary and maintenance and repairs.

This component is provided in partnership with the Miami Dade College and the Miami Dade Public School System.

Population(s) Served
Young adults

Where we work

Affiliations & memberships

Charity Navigator 2020

Camillus Health Concern 1984

Hospitaller Order of St. John of God 2014

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The Camillus House 2020-2025 Strategic Plan consists of four strategic goals with accompanying Key Intended Outcomes (KIOs) and Key Performance Indicators (KPIs). The primary goal of Camillus House is to enhance its mission to improve the quality of life of the vulnerable and homeless. Additional goals are: 1. Sustainability, 2. Increased effectiveness and 3. Increased Efficiencies.

Camillus has put in place a number of strategies to achieve its stated goals. Mission enhancement will be achieved by ensuring all employees are mission-centered, improving assessing client satisfaction and improving client input into agency processes and programs. To ensure that the agency achieves sustainability strategic activities related to revenue maximization, board engagement and increasing brand awareness/recognition of Camillus House as best in class in providing homeless housing and services are geared towards improving and expanding revenue streams, establishing an endowment fund and growing services. Agency effectiveness will be accomplished through maintenance of accreditation, expansion of services for clients, meeting and exceeding funder/homeless system and internal performance benchmarks, improving internal processing, staff training, improving employee retention and implementing an effective QA &QI program. Camillus will seek to improve efficiency by improving assess management, implementing a capital renewal and replacement program, enhancing procurement processes, improving the cost allocation process and increasing in-kind contributions to the agency.

Camillus House has extensive experience in serving the homeless population in Miami-Dade County through its system of care for the homeless. Camillus House was established in 1960 and has grown over the past 60 years into a comprehensive system of care, providing prevention, day services, outreach, emergency housing, behavioral health treatment, supported transitional and permanent housing, rapid rehousing, employment and education assistance, and day services (meals, clothing etc.) Each year we serve over 4000 unique clients in the Camillus Day Center, almost half of whom are new to Miami-Dade Homeless services. Our specialized street outreach program , Project Lazarus serves some 300 hard-to-serve individuals on the streets of Miami in an effort to engage them in services. Camillus operates over 250 emergency shelter beds and serves more than 700 families and individuals in permanent supportive housing, providing the supportive services needed to keep these households in their homes. Camillus behavioral health treatment programs and Assertive Community Treatment programs received a full from CARF (Commission for the Accreditation of Rehabilitation Facilities). This is a testament to the standard of clinical care being provided to chronically homeless individuals in residential treatment scattered site permanent housing programs.

The Camillus House Board of Directors comprises 59 highly regarded professionals and Miami-Dade community leaders. Camillus House is led by a leadership team with extensive experience in organizational development and management, homeless services provision, fundraising and grant management, fiscal management and program development and implementation. The executive leadership team is supported by a team of Directors supervising case managers, licensed mental health clinicians, and social workers as well as grant management, administrative, finance and ancillary staff. Camillus’ staff is a compassionate and diverse group of approximately 160 social service, primary and behavioral health, and administration professionals and ancillary staff.

The effectiveness of our services is reflected in client outcome data. In FY 19-20, 96% of our clients in permanent supportive housing retained housing and 63% of clients leaving substance abuse treatment successfully completed the program.

The agency fielded 18,000 calls to the Homeless Prevention Helpline and provided 186 households with homeless prevention services. On average each month 650 individuals a month were provided with meals, clothing, showers and referral services through the Camillus House Day Center.

In our last fiscal year, 40 of the hardest to serve, on-street chronically homeless individuals in Miami-Dade County were placed into permanent housing.

On a scale of 1-4, of clients surveyed overall satisfaction with services provided was 3.76. In addition, we recently retained our 3-year CARF accreditation through 2023, a testament to the quality of the services we provide to the homeless in Miami-Dade County.

Camillus House has made great strides in its sustainability efforts, growing its private grant and donor funding by over a million dollars over the previous fiscal year, exceeding the funding target by 26%. Government grants grew in total value by $700,000, a 5% increase and the agency started an endowment fund.

Ongoing efforts at Camillus House will focus on improving housing outcomes for shelter clients, increasing client income across programs and ensuring the ongoing sustainability of the agency’s operations.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection



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The people, governance practices, and partners that make the organization tick.


Connect with nonprofit leaders


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Connect with nonprofit leaders


Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.


Board of directors
as of 09/08/2023
SOURCE: Self-reported by organization
Board co-chair

Paul Lowenthal

Board co-chair

Albert Molina

Bob Dickinson


Alan Greer

Richman Greer P.A.

Peter Vandenberg

Trivest Partners, L.P.

Michael L. Carricarte

Mathon Investment

Paul DiMare

DiMare Fresh

John Dubois

Eye Cast

Miguel G. Farra


John W. Chidsey


Julie Grimes

Hilton Bentley Hotel

Joseph E. DaGrosa, Jr.

1848 Capital Partners LLC

Edith Hudson


Wayne Cameron Eldred


Lee I. Weintraub


Mark D. Bloom

Baker McKenzie, LLP

Edward Joyce

Northern Trust

Richard McPhee

Clergy at institution

Alex Montague

Morgan Stanley Wealth Management

Vince Vento


Aaron R. Patience

South Florida BB&T

Kate Callahan

The Huntington Consulting Group

Brian McDonough

Stearns Weaver Miller Weissler Alhadeff & Sitterson, PA

Matthew Meehan


Tony Rodriguez-Tellaheche

Rodtell Hospitality Service Corp

Abraham Thomas

iAm Enterprises

Mark Bloom

Molina Healthcare

Sandeep Chugani

Boston Consulting Group

Arturo Javier Fernandez

Group UP and Rising, Inc.

Gary Hill

Clergy at Institution

Jesse Hopfinger

Royal Caribbean International

Nicholas Miceli

TD Bank

Louis Nostro

Gunster Firm

Darryl Parmenter


Romeo McKenley


Gene Schaefer

Bank of America

Whitney Schiffer

Berkowitz Pollack Brant Advisors & Accountants

Paul Singerman

Berger Singerman

Patrick Goddard


Andres Toro


Erika Witkowski

Witko Group

John M Quinones

ABC News

Christine King

Commissioner, City of Miami

Fiona Applebaum

Norwegian Cruise Line

David G Berlinski

Cyxtera Technologies

David Boerger

Amerant Bank

Susan R Bonner


Felipe Del Valle


Marianne Devine

Northern Trust

Nattacha Joselyn

Nattacha Financial Services, Inc.

Ben Mollere

Baptist Health South Florida

Dan Odess


Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 9/12/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


Equity strategies

Last updated: 04/07/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.