Academy at Glengary Inc

Restoring Hope, Transforming Lives

GuideStar Charity Check

Academy at Glengary Inc

EIN: 83-0608910


The mission of the Academy at Glengary is to create a working community where adults can improve mental health through friendship, healthy lifestyles, skill development and careers.

Ruling year info


Executive Director

William McKeever

Main address



Show more contact info



Subject area info

Vocational education

Mental health care

Vocational rehabilitation

Population served info

People with disabilities

Unemployed people

NTEE code info

Vocational Technical (B30)

Vocational Rehabilitation (includes Job Training and Employment for Disabled and Elderly) (J30)

Alliance/Advocacy Organizations (F01)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms


Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The Academy at Glengary strives to break down barriers that prevent people living with serious mental illnesses from fully participating in society and reaching their potential. Mental illnesses include such conditions as schizophrenia, bipolar disorder, anxiety, depression, and post-traumatic stress disorder. Obstacles faced include: • Stigma: Negative societal perceptions of mental illness limit opportunities • Job-readiness skills: Inadequate training and/or limited employment experience hinder economic mobility • Education achievement: Mental health challenges can interrupt educational accomplishment, including secondary and/or college • Isolation: Social isolation is prevalent among adults living with mental illness • Self-esteem: Mental health can adversely affect feelings of self-worth • Social network: Adequate social supports are frequently lacking

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?

Working Community

The Academy at Glengary is a working community where adults can improve mental health through friendship, healthy lifestyles, skill development and careers. An accredited program of Clubhouse International, the Academy offers best practices in vocational and psychosocial rehabilitation. Academy “members,” who range in age from 18 to 70, live with schizophrenia, anxiety, bipolar disorder, post-traumatic stress disorder (PTSD), and/or major depression. The Academy provides opportunities for its members to reintegrate into society and lead productive lives.

Academy members are offered a range of opportunities as they pursue personal and professional goals. These include joining our skill-building teams, helping in the operation of the Academy, socializing with fellow members and staff, and having a place to belong. To further help members avoid isolation, we have special events or trips on select weeknights and weekends. Importantly, the Academy celebrates every holiday on the actual day, ensuring that everyone has the opportunity to experience family and community.

For those interested in gainful employment, we have a multi-stage approach that begins with vocational training. Organized around an 8-hour workday, 5 days a week, skill development is an on-site recovery process that engages and supports members in a wide range of areas: telephone reception, data entry, culinary arts, hospitality, landscaping, banking, retail sales, customer service, maintenance, transportation, graphic design, video production and creative writing. Because members are a key part of the Academy's daily operations, new skills are immediately put to use by:

• Welcoming visitors and answering phones
• Producing the weekly newsletter and creating marketing materials
• Producing and editing videos
• Preparing daily meals and catering special events
• Working in the on-site garden to grow food for our kitchen
• Maintaining a clean, welcoming environment for members, staff, and guests

The Academy has developed a hybrid program that includes options for both on-site and remote learning. When the COVID-19 pandemic struck our community in March 2020, the Academy pivoted to a remote learning model to enable our members to continue their training. We continued to hold our Academy meetings with staff and members through the Zoom platform, and staff and members could maintain both formal and informal interactions with each other through Slack.

Since May 18, the Academy has been offering the full work-ordered week at our facility to those members who wish to participate in person. For those who have health or other concerns, we have expanded the virtual experience that enables our remote members to participate. We continue to loan fully equipped tablets and supplying internet access to members who are not able afford these on their own.

When members feel ready, they can move on to Transitional Employment. This stage, offered in an ongoing partnership with local businesses, provides members with 6-9 months of vocational experience that enables them to develop self-confidence, build a job history and earn a paycheck—sometimes for the very first time in many years. Currently, 6 members are working at five of our area Transitional Employment partners, including Sunset Automotive, Sarasota Memorial Health Care, Doctors Hospital, The Pines of Sarasota, and Sunset Cadillac.

Members who complete one or more Transitional Employment experiences are offered the opportunity to take the next step toward permanent Supported Employment job placements on a career path of their choosing. We help with job searches, resumes and online applications, practice mock interviews, and wardrobe selection.

And as an Academy, we support our members' educational goals. Some of our members are studying for their GED, others are pursuing higher education, and some of our older members enjoy learning new skills that they put to use in the daily operation of the Academy.

Wellness—including mind/body, spiritual, and emotional dimensions—is another important component of our program. Each week we have a wellness activity focused on such areas as nutrition, yoga and meditation, and financial wellness. Members tend an on-site garden that is increasingly supplying produce for our culinary team, which serves nutritious meals daily.

Population(s) Served
People with disabilities
Unemployed people

Where we work

Affiliations & memberships

Clubhouse International 2018

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 Academy at Glengary aims to help our members rebuild their lives. We seek to
• Improve quality of life
• Improve self-confidence/self-esteem
• Improve health and wellness
• Increase social support networks
• Reduce involvement with law enforcement
• Provide a pathway to gainful employment
• Reduce dependence on government benefits

As a 3-year accredited program of Clubhouse International, the Academy at Glengary implements a Working Community philosophy that offers its members a pathway to reach social, educational, housing, career and financial goals.

Job Readiness. Vocational training takes place during an 8-hour work-ordered day, 5 days a week. Members engage in hands-on rehabilitation and skills development in a wide range of vocational areas: telephone reception, data entry, culinary arts, landscaping, in-house banking, retail merchandising (cafe and thrift shop), maintenance, transportation, graphic arts, and video production.

This stage has become more flexible, as we have adapted to remote participation by members who, for health or other concerns, are not joining us in person due to the COVID-19 pandemic. For those members who lack financial resources, the Academy loans fully equipped tablets and supplies internet access. We have a robust virtual program centered on the Zoom and Slack platforms.

Transitional Employment. Members are encouraged to enter the world of paid employment—often for the first time in their lives. We partner with local businesses to offer members 6-9 months of vocational training, providing work experience, a job history, and a paycheck.

Career Placement and Independent Employment. Following Transitional Employment, members receive support as they pursue permanent jobs with area businesses. This includes interview prep, resume building, and on-site job supports.

Social Programming. Maintaining a sense of community is central to all stages of our Working Community. The Academy works hard to combat isolation through evening and weekend events, and all holidays are observed on the actual day--no member is ever without an opportunity to join others for a celebration.

The Academy at Glengary completed its first year of independent operation in 2019. Within five months of receiving 501(3)c status, the Academy received a distinguished three-year accreditation from Clubhouse International due to meeting a high level of standards compliance.

Built from the ground up through a unique private/public partnership, the Academy was
• Created with the goal of eventually having an annual membership of 200, with the majority actively participating in the on-site job readiness stage
• Designed with a state-of-the-art instructional kitchen and spacious dining room
• Provided with industry-standard hardware and software for training in the areas of media & design, retail & hospitality, and business & finance
• Situated on property that can eventually accommodate a full garden and greenhouse program to augment training options and create social enterprise opportunities

• Has a cumulative 45 years experience in the field of mental health/social services
• Is trained to assist members fulfill educational needs outside the Academy as part of reaching career goals. This may include completing a GED, taking courses at local colleges, and enrolling in degree programs.
• Receives training in all Transitional Employment positions to offer support to member
• Supports employers, responds to and resolves any issues that come up
• Academy Director William McKeever has extensive experience in the Clubhouse Model

Key partnerships
• Five local businesses provide Transitional Employment opportunities to members: Sarasota Memorial Health Care, Doctors Hospital, the Public Defenders Office, The Pines of Sarasota, and Sunset Cadillac
• University of Florida
• NAMI-Sarasota (National Alliance on Mental Illness)
• Public Defender's Office
• Florida Division of Vocational Rehabilitation
• Human Services agencies
• Supported Housing providers
• Mainstream (clinical) mental health providers

The Academy is developing a full-service career center that will help members find full-time, independent employment. This stage focuses on resume creation, the application process, interviewing practice, acquiring appropriate attire for interviews and employment, and transportation planning.

Financial Sustainability
Since its inception, the Academy at Glengary was designed to be a financially sustainable organization. One-third of our funding comes from our public partner, Central Florida Behavioral Health Network (CFBHN). The remaining two-thirds come from a diversified fund base that includes fundraising campaigns, charitable foundations and grants, contributions from members and their families, individual donors, corporate sponsors, and the Florida Department of Education.

The Academy at Glengary completed its first full calendar year of operation in 2019. We created a foundation for expanding our vocational training and employment opportunities while fostering a supportive community. We achieved this through:

• Building membership to 95 over the course of the year
• Placing 24 members in paid employment
• Implementing graphic arts, videography, and photography training opportunities for members
• Expanding our ongoing Transitional Employment partnerships to 5 area businesses: Sarasota Memorial Health Care, Doctors Hospital, the Public Defenders Office, The Pines of Sarasota, and Sunset Cadillac
• Participating in crisis intervention training (CIT) with area law enforcement
• Implementing a social and holiday program for evenings, weekends, and major holidays

Our upcoming plans include:
• Increasing membership for both on-site and virtual participation
• Continuing to grow our Young Adults Outreach program, made possible by a grant from the Charles & Margery Barancik Foundation, to connect with more at-risk youth and break down the stigma of mental health diagnoses
• Developing a peer leadership program for women, who are currently underrepresented in our membership
• Creating new Transitional Employment opportunities, including options for remote work during this time of pandemic-imposed limitations

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 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 share the feedback we received with the people we serve, 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?

    We don't have any major challenges to collecting feedback


Academy at Glengary Inc
Fiscal year: Jul 01 - Jun 30

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2023 info

SOURCE: IRS Form 990


Average of 25.31 over 6 years

Months of cash in 2023 info

SOURCE: IRS Form 990


Average of 8.3 over 6 years

Fringe rate in 2023 info

SOURCE: IRS Form 990


Average of 17% over 6 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Academy at Glengary Inc

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Academy at Glengary Inc

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Academy at Glengary Inc

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Academy at Glengary Inc’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

Business model indicators

Profitability info 2018 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation $647,480 $348,926 $266,381 $434,923 $835,472
As % of expenses 182.0% 41.2% 30.0% 37.5% 56.8%
Unrestricted surplus (deficit) after depreciation $603,010 $261,055 $174,345 $330,467 $693,585
As % of expenses 150.7% 27.9% 17.8% 26.1% 43.0%
Revenue composition info
Total revenue (unrestricted & restricted) $1,185,205 $1,090,414 $1,193,472 $1,769,646 $2,247,982
Total revenue, % change over prior year 0.0% 0.0% 9.5% 48.3% 27.0%
Program services revenue 15.0% 58.4% 51.1% 53.6% 51.6%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.1% 0.0% 0.0% 1.3%
Government grants 0.0% 0.0% 11.7% 0.0% 0.0%
All other grants and contributions 84.8% 41.6% 37.6% 46.9% 48.0%
Other revenue 0.2% -0.1% -0.3% -0.5% -0.9%
Expense composition info
Total expenses before depreciation $355,725 $846,439 $888,691 $1,160,541 $1,470,743
Total expenses, % change over prior year 0.0% 0.0% 5.0% 30.6% 26.7%
Personnel 69.0% 68.1% 64.5% 63.2% 64.7%
Professional fees 0.9% 4.8% 5.5% 6.1% 5.5%
Occupancy 7.1% 8.1% 8.7% 6.6% 5.5%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.2%
All other expenses 23.1% 19.0% 21.4% 24.1% 24.2%
Full cost components (estimated) info 2018 2020 2021 2022 2023
Total expenses (after depreciation) $400,195 $934,310 $980,727 $1,264,997 $1,612,630
One month of savings $29,644 $70,537 $74,058 $96,712 $122,562
Debt principal payment $0 $0 $114,200 $0 $0
Fixed asset additions $482,917 $0 $0 $257,694 $206,973
Total full costs (estimated) $912,756 $1,004,847 $1,168,985 $1,619,403 $1,942,165

Capital structure indicators

Liquidity info 2018 2020 2021 2022 2023
Months of cash 11.4 10.0 11.0 12.0 5.1
Months of cash and investments 11.4 10.0 11.0 12.0 13.9
Months of estimated liquid unrestricted net assets 5.6 7.4 10.4 9.8 12.8
Balance sheet composition info 2018 2020 2021 2022 2023
Cash $339,174 $707,342 $814,262 $1,163,065 $620,963
Investments $0 $0 $0 $0 $1,088,403
Receivables $0 $59,491 $96,609 $125,025 $184,381
Gross land, buildings, equipment (LBE) $482,917 $488,580 $507,991 $765,688 $972,659
Accumulated depreciation (as a % of LBE) 9.2% 35.8% 52.5% 48.5% 52.8%
Liabilities (as a % of assets) 0.4% 17.7% 4.7% 4.3% 4.6%
Unrestricted net assets $603,010 $833,994 $1,008,339 $1,338,806 $2,032,391
Temporarily restricted net assets $0 N/A N/A N/A N/A
Permanently restricted net assets $182,000 N/A N/A N/A N/A
Total restricted net assets $182,000 $61,600 $100,000 $274,182 $215,605
Total net assets $785,010 $895,594 $1,108,339 $1,612,988 $2,247,996

Key data checks

Key data checks info 2018 2020 2021 2022 2023
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Executive Director

William McKeever

William McKeever has work in mental health Clubhouse programs since 2002. He was involved with the creation of the Academy from the onset, when grassroots efforts began in Sarasota in early 2015.

Number of employees

Source: IRS Form 990

Academy at Glengary Inc

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Academy at Glengary Inc

Board of directors
as of 01/16/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Joan Geyer

Retired, current mental health advocate

Term: 2018 - 2024

Joan Geyer

Retired, current mental health advocate

Andrea Jackson

Sunset Automotive

Don Osborne

Sunset Automotive

Shelly Crofut


Steven Meier

Northern Trust

Matthew Thomas

Sarasota Memorial Health Care System

Paul Hennekes

Academy at Glengary

Rosemary Stack


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? No

Organizational demographics

SOURCE: Self-reported; last updated 2/1/2023

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
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data


No data

Equity strategies

Last updated: 02/09/2022

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 disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • 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.
There are no contractors recorded for this organization.

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser