Quality Life Center of Southwest Florida, Inc.
Personal and Community Transformation
Quality Life Center of Southwest Florida, Inc.
EIN: 65-0321309
Mission
We strive to strengthen and instill pride in family and community through the development of programs and services that cultivate self-development, teach self-discipline, build confidence, and promote cultural awareness, health, and one’s highest human potential.
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Ruling year
1994
Executive Director
Mr. Abdul 'Haq Muhammed
Main address
PO Drawer 1290
Fort Myers, FL 33902 USA
EIN
65-0321309
Human services
Tutoring
Out-of-school learning
Early childhood education
Parent-teacher involvement
Population served
Children and youth
At-risk youth
NTEE code
Youth Centers, Clubs, (includes Boys/Girls Clubs)- Multipurpose (O20)
Delinquency Prevention (I21)
Human Services - Multipurpose and Other N.E.C. (P99)
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
Communication
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Quality Life Center provides services to at-risk youth in an area with low educational achievement, chronic poverty and violence. These conditions negatively impact children’s brain development, and physical and mental health. The high violent crime rate in Fort Myers has an insidious effect on the children in the community. In addition to issues like poverty and drug addiction, exposure to violence is a major factor damaging children's health. It affects their ability to concentrate, memory and ability to control their behavior. These behaviors often lead to problems in school or with the criminal justice system. Children lose ground academically, and the cycle of poverty and violence continues.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
ACE (Arts, Character & Education) Afterschool & Summer Program
We help at-risk children ages 5-18 in an underserved community where 92% of public school students are designated as “economically disadvantaged” and nearly 70% of 3rd graders read below grade level. We focus on four key areas:
1. Academics: Our tutors provide small group tutoring using evidence-based curricula for intensive reading and math support.
2. Enrichment: Our diverse team offers fun, engaging afterschool activities in the arts, music, athletics, technology, and science.
3. Leadership: Our "Leaders in Training for Excellence" program exposes teens to careers and college readiness through SAT prep, campus tours, and on-the-job training.
4. Mental Health: Licensed therapists offer counseling and educational sessions emphasizing coping skills, boundaries, self-esteem, stress reduction, emotional regulation, and bullying prevention.
Our ethnically diverse BIPOC staff serves as role models for the youth, instilling a sense of worthiness, belonging, values, and a strong work et
Where we work
Awards
National Arts and Humanities Youth Program finalist 2017
National Endowment for the Arts, the National Endowment for the Humanities, and Institute of Museum
Affiliations & memberships
Preventing Crime in the Black Community Award from Florida's Attorney General 1998
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsPercentage of students who increased their grade in Math or maintained an A or B grade level
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, At-risk youth, Low-income people, People of African descent
Related Program
ACE (Arts, Character & Education) Afterschool & Summer Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
This metric is measured using the student's grades on Lee County School District report cards.
Percentage of students who increased their grade in Reading (English Language Arts) or maintained an A or B grade level
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Ethnic and racial groups, At-risk youth
Related Program
ACE (Arts, Character & Education) Afterschool & Summer Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
This metric is measured using the student's grades on Lee County School District report cards.
Percentage of students who increased their knowledge and demonstration of positive behavior, teamwork and social skills.
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, At-risk youth, People of African descent, Low-income people
Related Program
ACE (Arts, Character & Education) Afterschool & Summer Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
This metric is measured using a behavioral assessment.
Percentage of students who increased their grade in Science or maintained an A or B grade level.
This metric is no longer tracked.Totals By Year
Related Program
ACE (Arts, Character & Education) Afterschool & Summer Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
We started tracking Science improvements in the 2021-22 school year.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Quality Life Center’s goal is to transform an underserved community by providing at-risk children and youth with the tools for a successful life: one that is financially stable, socially enriching and personally fulfilling.
Specific program objectives are:
Early Learning:
1.) Ensure all children are safe, healthy and kindergarten-ready, both academically and socially.
ACE Program:
1.) Ensure all children read at grade level by third grade, and stay on grade level.
2.) Ensure children’s healthy social and emotional development.
ACE Teens:
3.) Ensure all youth graduate from high school.
4.) Ensure all youth have a strategy for self-sufficiency upon high school graduation.
What are the organization's key strategies for making this happen?
Quality Life Center works to provide consistent, intensive youth services that meet community needs in an accessible location all day for early learning children, and during the afterschool hours and throughout the day during the summer for older students.
Early Learning – Maximize parent/family engagement, and utilize a research-based curriculum to:
• teach age-appropriate lessons such as numbers, letters, shapes and colors, as well as math and language skills,
• provide arts activities which allow students to gain fine motor skills such as cutting with scissors, painting and beading, as well as provide opportunities for self-expression,
• utilize outdoor & recreational activities to promote physical activity, to help children learn to take turns and cooperate, and to improve movement (gross motor) skills, and
• utilize centers, circle time and educational and arts lessons to teach and reinforce social skills, including sharing and teamwork.
ACE (Arts, Character & Education) Program – Utilize a researched-based model to:
• Provide active learning academic instruction in subjects including reading and STEAM subjects, one-on-one tutoring and/or homework help daily.
• Provide weekly arts instruction (music, dance, drama, media and/or visual arts).
• Provide recreational activities.
• Provide character-building activities daily including meditation, mentoring, modeling and activities that incorporate lessons involving subjects such as fairness, honesty, teamwork, and positive interpersonal skills.
Teen ACE Program – In addition to the above:
• Provide exposure activities (to colleges, businesses, sporting and cultural events, etc.) several times during the year.
• Provide leadership and/or teamwork development activities (camping, sailing, kayaking, service projects, etc.) several times during the year
• Provide life skills and social skills activities weekly.
What are the organization's capabilities for doing this?
Since 1990, Quality Life Center has been providing high quality youth programs in an area of substantial need. During that time, the organization has developed a positive reputation in the community. The organization has an extensive number of community partners including local government, educational institutions and businesses which provide a variety of educational, cultural and artistic opportunities for students. In addition, 6000-10,000 volunteer hours are provided each year by community members. Crucially, Quality Life Center has a smart, experienced and dedicated staff, including multiple long-time staff members.
Currently, the organization owns debt-free a building with nearly 17,000 square feet of space and 10 dedicated classrooms, a full commercial kitchen, and a dance studio. Construction will be completed on an additional 5400 sf wing which will add a larger teaching kitchen, dedicated teen space and a multi-purpose room for meetings and programs. Classroom space has furniture, SMART boards, computers, supplies and equipment needed to teach a variety of subjects. The campus’s outdoor area includes a shade structure, green space and a playground. The organization owns two 18-passenger vans and two school buses.
What have they accomplished so far and what's next?
Quality Life Center has served over 28,000 residents through the adult or youth programs since 1990.
Quality Life Center has infused $21,216,407 into the community in the last 29 years.
Quality Life Center’s ACE Program was named a 2017 National Arts and Humanities Youth Program finalist by the National Endowment for the Arts, the National Endowment for the Humanities, and Institute of Museum and Library Services. This national recognition established ACE as one of the top arts and humanities-based programs in the country.
Year after year, Quality Life Center students make gains in math, reading and positive behavior. In 2021:
83% of youth who completed the ACE program (one school year) increased their reading or math skills by a letter grade, or maintained an A or B level. (exceeding our goal of 70%)
92% of youth who completed the ACE program (one school year) increased positive behavior, teamwork, and social skills. (exceeding our goal of 75%)
92% of parents of enrolled youth participated in parent meetings or other center activities (exceeding our goal of 60%)
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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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 act on the feedback we receive, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to find the ongoing funding to support feedback collection
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
2.17
Months of cash in 2023 info
5.5
Fringe rate in 2023 info
8%
Funding sources info
Assets & liabilities info
Financial data
Quality Life Center of Southwest Florida, Inc.
Revenue & expensesFiscal Year: Jul 01 - Jun 30
Quality Life Center of Southwest Florida, Inc.
Balance sheetFiscal Year: Jul 01 - Jun 30
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.
Quality Life Center of Southwest Florida, Inc.
Financial trends analysis Glossary & formula definitionsFiscal Year: Jul 01 - Jun 30
This snapshot of Quality Life Center of Southwest Florida, 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.
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Business model indicators
| Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $755,049 | $895,367 | $113,231 | $273,554 | -$114,568 |
| As % of expenses | 58.7% | 103.7% | 17.8% | 24.8% | -8.0% |
| Unrestricted surplus (deficit) after depreciation | $681,519 | $797,363 | $9,020 | $163,976 | -$222,051 |
| As % of expenses | 50.1% | 82.9% | 1.2% | 13.5% | -14.4% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $2,446,652 | $1,132,498 | $749,639 | $1,373,755 | $1,632,537 |
| Total revenue, % change over prior year | 89.5% | -53.7% | -33.8% | 83.3% | 18.8% |
| Program services revenue | 11.1% | 12.1% | 11.6% | 8.6% | 7.6% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.1% | 0.0% | 0.0% | 0.2% | 0.1% |
| Government grants | 19.0% | 22.9% | 18.3% | 20.3% | 0.6% |
| All other grants and contributions | 69.3% | 64.2% | 69.5% | 67.7% | 86.7% |
| Other revenue | 0.5% | 0.7% | 0.6% | 3.1% | 5.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,286,803 | $863,501 | $636,408 | $1,103,705 | $1,431,519 |
| Total expenses, % change over prior year | 9.0% | -32.9% | -26.3% | 73.4% | 29.7% |
| Personnel | 75.8% | 69.7% | 60.5% | 62.8% | 60.9% |
| Professional fees | 2.7% | 4.0% | 9.2% | 5.9% | 12.4% |
| Occupancy | 6.3% | 9.1% | 14.8% | 14.1% | 8.8% |
| Interest | 0.1% | 0.3% | 1.0% | 0.0% | 0.2% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 15.1% | 16.8% | 14.4% | 17.2% | 17.6% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $1,360,333 | $961,505 | $740,619 | $1,213,283 | $1,539,002 |
| One month of savings | $107,234 | $71,958 | $53,034 | $91,975 | $119,293 |
| Debt principal payment | $2,628 | $0 | $59,216 | $0 | $33,790 |
| Fixed asset additions | $1,155,265 | $492,774 | $0 | $0 | $0 |
| Total full costs (estimated) | $2,625,460 | $1,526,237 | $852,869 | $1,305,258 | $1,692,085 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 5.8 | 3.0 | 8.7 | 5.4 | 5.5 |
| Months of cash and investments | 5.8 | 3.0 | 8.7 | 5.4 | 5.5 |
| Months of estimated liquid unrestricted net assets | -3.8 | 3.2 | 5.0 | 5.6 | 2.7 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $625,791 | $214,698 | $459,633 | $496,491 | $650,975 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $64,081 | $40,874 | $23,618 | $47,774 | $56,678 |
| Gross land, buildings, equipment (LBE) | $3,791,470 | $4,284,241 | $4,304,627 | $4,238,078 | $4,260,764 |
| Accumulated depreciation (as a % of LBE) | 27.7% | 26.8% | 29.1% | 29.9% | 31.8% |
| Liabilities (as a % of assets) | 15.2% | 8.8% | 12.4% | 7.5% | 8.1% |
| Unrestricted net assets | $2,329,784 | $3,127,147 | $3,136,167 | $3,300,143 | $3,078,092 |
| Temporarily restricted net assets | $603,784 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $603,784 | $0 | $0 | $0 | $315,587 |
| Total net assets | $2,933,568 | $3,127,147 | $3,136,167 | $3,300,143 | $3,393,679 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Mr. Abdul 'Haq Muhammed
Abdul’Haq Muhammed is the founder and Executive Director of Quality Life Center. He is a community leader and a motivational speaker who works to uplift children and adults through confidence-building programs based on core values that will teach the tools of a rewarding life.
Before coming to Fort Myers, Muhammed worked as a drug counselor, a youth counselor, a sensitivity trainer for the NY Police Department. He also cofounded a nonprofit in the Bronx, running programs for the neediest populations, from at-risk youth to ex-offenders.
He has been recognized for his work in the Dunbar community, including those from Florida’s Governor, Florida’s Attorney General, the Lee County Bar Association, Gulfshore Business Magazine, as well as Person of the Year and Trailblazer Awards from the News-Press.
Muhammed has a vision of equality, dignity and opportunity for all. Through his leadership and example, he has generated a sense of community and hope.
Number of employees
Source: IRS Form 990
Quality Life Center of Southwest Florida, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Quality Life Center of Southwest Florida, Inc.
Board of directorsas of 03/16/2024
Board of directors data
Arol Buntzman
We Can't Have That Foundation
Term: 2022 -
Stephen B. Russell
Ringsmuth, Day & O'Halloran, PLLC
Jeffrey B. Moes
FineMark National Bank & Trust
J. Webb Horton
Florida Gulf Coast University
Susan Nasworthy
Edison National Bank
Sylvester Smalls
Lee County Sheriff's Office
Diane Spears
Lee Health
Janis Wiebel
Seacoast Bank
Christine King
CKing Justice Law
Cynthia Valentin-Smith
Regions Bank
Arol Buntzman
We Can't Have That Foundation
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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 ? No -
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
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 09/05/2023GuideStar 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 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 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.
- 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.
Contractors
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