Ability Housing, Inc.
76 South Laura Street
Suite 303
Jacksonville FL 32202
Contact Information
Address 76 South Laura Street
Suite 303
Jacksonville, FL 32202
Phone (904) 3599650
Fax (904) 3599653
Web and Social Media
Donate with a credit card http://www.abilityhousing.org
LinkedIn
Video
Mission
Mission
MISSION
The mission of Ability Housing is to build strong communities where everyone has a home.
 
Building: We build housing and transform sources of blight and disrepair into community assets.
Strong Communities: We strengthen communities by ensuring residents have wrap-around supports to help each achieve their potential.
 
Everyone: We help some of our most vulnerable neighbors - families and individuals who have a disability, are experiencing or at risk of homelessness - so they can grow as contributing members of our community.
 
Home: We provide quality housing because everyone should have a place to sleep, eat and raise their family.
VISION
A society where housing is a right, not a privilege, and all individuals have safe, affordable housing in vibrant communities.
Leadership
CEO/Executive Director Ms. Shannon Nazworth
Board Chair Greg Matovina
Board Chair Company Affiliation Matovina & Company
History
IRS Ruling Year 1992
Former Names
NameYear
Grove House of Jacksonville, Inc.2004
Abilily Housing of Northeast Florida, Inc.2016
Financial Summary
 
 
Projected Revenue $2,850,063.00
Projected Expenses $3,318,422.00
Statements
Mission
MISSION
The mission of Ability Housing is to build strong communities where everyone has a home.
 
Building: We build housing and transform sources of blight and disrepair into community assets.
Strong Communities: We strengthen communities by ensuring residents have wrap-around supports to help each achieve their potential.
 
Everyone: We help some of our most vulnerable neighbors - families and individuals who have a disability, are experiencing or at risk of homelessness - so they can grow as contributing members of our community.
 
Home: We provide quality housing because everyone should have a place to sleep, eat and raise their family.
VISION
A society where housing is a right, not a privilege, and all individuals have safe, affordable housing in vibrant communities.
Impact

Across all of our programs, in 2016 we:

· Served a total of 883 people with service-enriched permanent affordable housing

· Provided 458 people who had previously experienced homelessness with permanent housing

· Served households with extremely low incomes; over average household income was $8,465; our average tenant paid rent was only $271 per month

· Provided 282 heads of households who have a disability with the ability to live independently in their own home

· Served 369 children, over 40% of our total residents.

The most important achievement of impact we have is the impact on the people we serve. For the last three years, even though we focused on serving the highest acuity chronically homeless households, we had a housing stability rate of 95% or better; well above the national benchmark of 80%.

At the request of the Commission on Homelessness, in 2015 we expanded to serve Central Florida. We already have two properties in pre-development, with construction to commence later this year. These properties will provide 243 units of desperately need affordable and supportive housing.

Ability Housing was chosen to lead one of three state pilot projects for The Solution That Saves which is providing Permanent Supportive Housing to high utilizers of crisis services, including hospital emergency rooms, jails and prisons, and psychiatric hospitals. When individuals with chronic health conditions are homeless or face chronic housing instability, their conditions are difficult and costly to treat. They lack access to preventive care, resulting in deteriorating health,and shortened lifespans.

Launched in 2015, the professional evaluation will provide Florida-specific data on the cost impacts to publicly funded systems of care, pre- and post-housing, and health outcomes for the individuals served. The findings of this multi-year pilot will inform public policy and improve linkages between housing and services.

Independent Research has been conducted on this organization's theory of change or program effectiveness? Yes
Needs

Our top 5 needs are:   

· Operating support: Ability Housing needs the support of the Central Florida community as our 2017 operating budget is $3,318,422.

· Program Related Investments: We need Program Related Investments for capital to augment funding from Community Development Financing Institutions, Low Income Housing Tax Credits, State Apartment Incentive Loans, Federal Home Loan Bank funding and multiple government entities.

· Community Contribution Tax Credit Contributions: The Wayne Densch Center and Village on Mercy are approved to receive Community Contribution Tax Credit Contributions for cash, and certain supplies and materials.

· Board Members: Our Strategic Plan calls for expansion of our Board membership to reflect our expansion into a statewide organization. The primary role of the Ability Housing Board is to provide mission-based visionary leadership, exercise fiduciary oversight and strategic governance.

· Real Estate: Ability Housing is expanding to serve 500% more people by 2025. With a proven model to successfully house very low income households and people who have previously experienced chronic homelessness, we will be developing additional multi-family housing and need suitable real estate.

Background

Ability Housing began as Grove House of Jacksonville, a group home serving six women with developmental disabilities.  Overwhelmed by requests for help, Grove House began providing community-based services; becoming one of the largest provider of services for adults with a disability in Northeast Florida.

One of the greatest challenges those we served faced was finding an affordable place to live; so Grove House began purchasing single-family homes and rented them to adults with a disability. We called this program CASA because each home was Convenient, Affordable, Safe and Accessible.

In 2004, it was decided to separate the services and housing programs into stand-alone nonprofits – and Ability Housing was born.

As a nonprofit dedicated solely to providing affordable rental housing to persons with a disability, we were approached by our local homeless coalition and its members and asked to expand our mission. In 2006, Ability Housing expanded its mission to serve persons experiencing homelessness, persons at risk of homelessness and adults with a disability.

With this mission expansion, Ability Housing started the Villages Program – affordable multi-family rental housing targeting individuals and families experiencing homelessness.

Recognizing we could never build enough housing to address the need, we later started the HousingLink Program – providing rental assistance linked with support services so that chronically homeless persons could access market housing.

Throughout this time, Ability Housing actively engaged in advocacy and policy work. Knowing no single agency could solve the problem, Ability Housing invested in advocating for local and state policies which would increase access to housing for our community’s most vulnerable neighbors. We also worked diligently to support other organizations, knowing that the more strong organizations there were to help those in the need, the greater the outcomes for the people we serve.

By 2014 Ability Housing had grown into a premiere provider of affordable and permanent supportive housing in Florida and was asked to serve the Central Florida community. We now serve Northeast and Central Florida; working in partnership with community organizations to develop lasting solutions so that adults with a disability have an independent place to live and none of our neighbors is without a home.

CEO Statement

As a leader, I strive to achieve optimal outcomes for the people we serve by utilizing sound programmatic and operational oversight. In order to achieve my vision of quality housing for everyone, I believe our work must also improve our community’s systems of care for vulnerable persons.

 

Ability Housing is fortunate to have a staff and board that are dedicated to fulfilling our mission with passion and enthusiasm. Each is motivated by a deep respect for the persons we serve.

 

We are also driven by the desire to address the causes of homelessness and reasons why adults with a disability are relegated to living in overly-restrictive settings. Investing in solutions that address the causes of complex societal challenges is more impactful than limiting our efforts to managing the symptoms.

 

This is why Ability Housing actively engages in increasing the capacity of other organizations and systems of care. We take leadership roles in advocating for local and state policies which foster best practices and the efficient utilization of resources. To aid in achieving these outcomes our staff serve on multiple task forces, coalitions, policy advisory boards and councils.

 

We also focus heavily on our internal capacity. We are driven by data and the need to continuously improve our performance so as to better serve our residents and program participants. We monitor the performance of our properties and programs to ensure their long-term sustainability and impacts on the community. We also routinely monitor the outcomes of those we serve.  This data is regularly assessed to ensure we are meeting our performance measures and are providing the best possible outcomes for our community, residents and program participants.



Board Chair Statement

2016 was, yet again, a year of success and progress for Ability Housing.  We received a new grant from HUD, enabling us to increase the number of formerly chronically individuals and families we can serve to over 140.   Village on Mercy was selected for funding by Florida Housing Finance Corporation.  This 166 unit apartment community will provide much needed affordable and supportive housing for the Orlando community.  We expect to commence demolition of the existing buildings this fall and to complete construction in early 2019.


We finalized the rehab plans for Wayne Densch Center. The scope of rehab needs is much greater than the original assessment had revealed. Due to this, we had to secure additional resources and expect the rehab to start later this year.

 

In 2016 we completed a visionary strategic plan. Through this process we revised our mission statement and drafted a new vision as well as reconfirmed our core values. The plan focuses on three core strategic objectives: increase the number of people we serve, increase community capacity to meet the needs of the people we serve, and increase and diversify our funding to ensure long-term mission sustainability.

 

I am proud of the leadership role Ability Housing has played within the Northeast Florida community; thinking outside the box to find ways to transform our homeless management system into one which is focused on ending homelessness as quickly as possible. The staff and Board each took on added responsibilities as we worked with other stakeholders to create the systemic changes necessary to end homelessness in our community.

 

And now we are looking forward to engaging with the Central Florida community. It was truly an honor to be recognized for our good work; so recognized that we were asked to expand into Central Florida. This change will be another challenge for Ability Housing. We must engage with an entirely new group of stakeholders; identify a new set of strategic partners, and increase our capacity to encompass operations which are fully engaged in two tri-county regions of the state.

 

This is a challenge Ability Housing can handle. And we look forward to working alongside Central Florida partners as that community sets the goal of eliminating homelessness.
CEO/Executive Director/Board Comments We were not able to select specific Florida counties outside of Central Florida so we also selected "Florida" to reflect that we serve more than the Central Florida region.
NTEE Information
Primary Organization Type Housing, Shelter
Primary Organization SubType Low-Income & Subsidized Rental Housing
Secondary Organization Type Housing, Shelter
Secondary Organiztion SubType Independent Housing for People With Disabilities
Tertiary Organization Type Housing, Shelter
Tertiary Organization SubType Housing Support
Areas Served
Geographic Areas Served
FL - Orange
FL - Osceola
FL - Seminole
FL
Ability Housing serves Central and Northeast Florida.  The specific counties we serve are: 
  • Central Florida - Orange, Osceola, and Seminole
  • Northeast Florida - Clay, Duval, Nassau and St. Johns 
Goals
HelpWhat is the organization aiming to accomplish? This is the organization's ultimate goal for intended impact.

1.    Develop and preserve decent, safe, and affordable housing


In addition to our four multi-family properties, Mayfair Village, Oakland Terrace, Renaissance Village and Village on Wiley, we are developing the Wayne Densch Center, Village at Mercy and Veterans Landing, which will add 243 units of affordable supportive housing to Central Florida and 23 units to Northeast Florida.

We will also complete pre-development activities for a new development of affordable and supportive housing. Ability Housing develops properties using high-quality materials and sufficient funding to maintain each property over time.

Ability Housing makes a long-term commitment to our properties by ensuring that these units will operate as affordable units for 20 years or more to meet the ongoing needs of our low income and formerly homeless residents.

Ability Housing intentionally sets low barriers to entry so that prospective tenants are not denied housing because of credit or background issues. We have assistance programs for rent repayment when unexpected crises occur.

2. Reduce homelessness through Permanent Supportive Housing

Ability Housing provides a permanent solution to homelessness with the integration of support services and permanent housing. Our case management plans are designed to maximize housing stability, mitigate crisis situations, maximize resident safety and encourage community among residents. Using evidence based practices, our support services provide opportunities to enhance life skills, improve independent living skills and increase economic stability.

3. Prevent homelessness through affordable housing

Our housing is affordable for those with the lowest incomes – for individuals and families exiting homelessness, adults with a disability on limited incomes, hard-working people in low-wage jobs, and others with few housing options. In addition, our housing addresses the very real issue that people who have experienced or were at risk of homelessness frequently can’t access housing due to poor rental histories, bad credit or criminal histories.

4. Ensure fair housing opportunities for all residents

Ability Housing uses systems and policies that ensure fair and equitable access to housing. All properties are reviewed regularly by Ability Housing staff, property management and support services providers. This collaborative approach identifies trends, addresses problems and develops approaches to identified challenges.

5. Reduce blight

Ability Housing takes blighted or abandoned properties and turns them into beautiful apartment complexes that anyone would be proud to call home. Ability Housing is a good neighbor, with all of our properties designed and maintained to enhance the neighborhoods in which they are located. We contribute to the success of the neighborhood with stable residents, crime reduction and increased property values.

Strategies
HelpWhat are the organization's strategies for its stated long-term goals?

Ability Housing’s Strategic Plan is built on the clear understanding that too many of our neighbors face a troubling reality. People who are homeless will experience yet another night without the safety of a home; either surviving on the streets or trying to afford a low cost motel. 40% of Jacksonville’s low-income renter households are living in a place they cannot afford, with the unrelenting stress of knowing that an unexpected expense could leave their family with no place to sleep. Temporary shelters can only offer a short-term respite.


This crisis can be solved. Permanent housing is the solution.

Our Strategic Implementation Plan identifies our Strategic Objectives to advance our mission of building strong communities where everyone has a home.

1. Increase the number of people we serve 225% by 2020 and 500% by 2025.

Ability Housing has developed tremendous internal expertise in the development and operation of impactful affordable and supportive housing. In addition to developing more affordable and supportive housing, Ability Housing will also provide developer services to other nonprofits so they may create mission-oriented housing. This dual approach will increase our community’s ability to create more affordable housing.

2. Increase the systems and policy impact we have so as to increase community capacity to meet the needs of those we serve. Our Annual Advocacy Agenda will continue to advance public policy to increase investment in best practices. We are diversifying our Board to reflect our statewide focus and expansion. In order to impact systems and reform policy, we need strong connections to policy makers and government officials, so we are creating a statewide Advisory Council to bring additional knowledge, skills and connections to support our work.

3. Increase and diversify sustainable streams of revenue and capital.

To safeguard our long-term capacity to fulfill our mission, we are intentionally focused on developing new sources of funding, including increasing philanthropic support, diversifying earned income and identifying new sources of capital for property development.

Capabilities
HelpWhat are the organization’s capabilities for doing this? What resources, capacities, and connections support its progress towards long-term goals?

As Ability Housing serves very low income and formerly homeless individuals, understanding the challenges faced by this population is critical to our decision-making. Ability Housing’s Operations Director is formerly homeless. His experience and training is essential in the development of project concepts and programming to serve low-income and formerly homeless households. Additionally, one of our board members is formerly homeless. As he has personally experienced homelessness, he is able to help others with self-determination, personal responsibility and empowerment.


Shannon Nazworth, Executive Director, leads our agency with over 20 years’ experience in the development and operation of affordable and supportive housing. In addition to her work at Ability Housing, she chairs the Florida Council on Homelessness and is board president of the Florida Supportive Housing Coalition.

Michelle Tappouni, Property Development Director, brings over 25 years of construction experience to Ability Housing. Her credentials include LEED AP, OSHA Authorized Trainer and NCCER Master Trainer. Michelle chairs Jacksonville’s Environmental Protections Board and is Vice Chair of one of the CPAC’s.

Micheal Cochran, Operations Director is responsible for the direction and supervision for Finance, Human Resources and Programs. After personally experiencing homelessness, he has earned Bachelor and Master’s Degrees from UNF and has administered HUD projects for over 14 years.

Kimberlee Riley, Regional Director, Central Florida, is leading Ability Housing’s expansion into the Central Florida community developing a regional funding strategy, communications plan, and strategic partnerships with programmatic partners, aligned systems of care, local government, and community partners essential to fulfilling the mission. Kimberlee serves on three committees with the Central Florida Continuum of Care, the Commission on Homeless Youth and the Central Florida Partnership Board of Directors.

Martha Cox, Strategy and Development Director is leading the implementation of the Board approved Strategic Plan as well as all fundraising and development efforts for the agency. Martha is a Certified Fund Raising Executive with over 25 years of experience in the private and nonprofit sectors.

Indicators
HelpHow will the organization know if it is making progress? What are the key qualitative and quantitative indicators against which the organization assesses its progress toward its intended impact?

Ability Housing has identified critical success factors to measure the impact of our work.


Success Factor 1: Complete Construction on Schedule

- When a project is selected for development, the Development Team develops a specific schedule for Vendor Selection, Permitting, Construction and Leasing of units. Ability Housing measures our success in meeting critical project budgets and deadlines.

Success Factor 2: Utilization of Green Building Practices

- To maximize energy and resource efficiency, protect the environment and promote healthier places to live and work, Ability Housing approaches the design and construction of our properties using green building practices. Our development projects use sustainable strategies, including energy-efficient appliances, water-efficient plumbing, Energy Star rated roofing materials, windows and doors, HVAC and water heating systems

Success Factor 3: Affordable Permanent Housing for Low-Income Households

- Ability Housing develops screening criteria designed to accommodate the needs of low income and formerly homeless persons, accounting for barriers such as credit issues, unpaid rent, prior evictions and criminal backgrounds, which frequently prevent households from attaining housing.

- 100% of our housing is leased to Low Income Households

Success Factor 4: Access to Voluntary Support Services

- Ability Housing embraces the national best practices of combining permanent quality housing with voluntary services to improve our resident’s quality of life.

- 100% of our residents are offered support services

Success Factor 5: Ensure fair housing opportunities for all residents

- Ability Housing uses systems and policies that ensure fair and equitable access to housing.

- All properties are reviewed monthly by Ability Housing staff, property management and support services providers. This collaborative approach identifies trends, addresses problems and develops approaches to identified challenges.

Progress
HelpWhat has and hasn’t been accomplished so far?

1.    Provide affordable and supportive housing


Across all of our programs, in 2016 we:

o Provided 458 people who had previously experienced homelessness with permanent housing.

o Served households with extremely low incomes; our average household income was $8,465; our average tenant paid rent was only $271 per month

o Provided 282 heads of households who have a disability with the ability to live independently in their own home.

o Served 369 children, over 40% of our total residents.

The most important achievement of impact we have is the impact on the people we serve. For the last three years, even though we focused on serving the highest acuity chronically homeless households, we had a housing stability rate of 95% or better; well above the national benchmark of 80%.

2. Solution That Saves

Ability Housing was chosen to lead one of three state pilot projects for The Solution That Saves which is providing Permanent Supportive Housing to high utilizers of crisis services, including hospital emergency rooms, jails and prisons, and psychiatric hospitals. When individuals with chronic health conditions are homeless or face chronic housing instability, their conditions are difficult and costly to treat. They lack access to preventive care, resulting in deteriorating health, increased costs of treatment and shortened lifespans.

Launched in 2015, the professional evaluation will provide Florida-specific data on the cost impacts to publicly funded systems of care, pre- and post-housing, as well as the health outcomes for the individuals served. The findings of this multi-year pilot will inform public policy and improve linkages between housing and services.

3. Expand to Central Florida

At the request of the Commission on Homelessness, in 2015 we expanded to serve Central Florida. We already have two properties in pre-development, with construction to commence later this year. These properties will provide 243 units of desperately need affordable and supportive housing.

Ability Housing enhances community capacity through collaborations and partnerships with nonprofit and other organizations to increase the community’s capacity to reduce and end homelessness. The reality of addressing major community problems, such as homelessness, requires stakeholders to embrace the necessary discipline to make choices in allocating limited resources.

We are an active member of the Central Florida Continuum of Care and Commission on Homelessness. Staff serve on multiple Commission committees as well as the Continuum of Care’s Board of Directors and several committees.

Programs
Description

The Villages Program addresses the urgent community need for affordable housing with a focus on providing Permanent Supportive Housing for homeless households. Permanent Supportive Housing is the linkage of affordable housing with wrap-around support services and is the nationally recognized evidence-based practice for reducing and ending homelessness.


Ability Housing has developed and operates four multi-family properties in our Villages Program: Mayfair Village, Oakland Terrace, Renaissance Village and Village on Wiley that collectively added 238 units of affordable and supportive housing to our community. All properties are maintained to established standards and provide voluntary support services and resident enrichment programs to enhance housing stability, improve self-sufficiency and increase the positive impacts our housing has on residents and the community. We also partner with area organizations to offer training and workshops to enhance the residents’ housing.

Population Served Homeless
People/Families with of People with Disabilities
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

100% of our housing is permanent. Families and individuals make their home in an apartment with a lease because everyone needs a permanent place to sleep, eat and live.

100% of our residents have affordable rents: All rents are affordable to residents and we emphasize serving households earning 30% or less of Area Median Income.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

The ultimate impact is Housing Stability, the percentage of our residents who maintain permanent housing over time. 95% of our residents maintain stable housing; far exceeding the national benchmark of 80%. Our results are most impressive, given that 100% of our residents are low income and the majority of our residents have previously experienced homelessness.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Program outcomes are monitored in two ways – the operations of the multi-family rental properties and the outcomes of the residents residing at the properties.

Property operations are monitored by the Operations Director. Third-party property managers submit monthly reports documenting the status of each property. These are reviewed to determine the: 

  • occupancy level – how many units are occupied
  • economic occupancy level – how much of the rent due is being collected
  • budget variance – how is the property operating as compared to projections
  • cash flow – how is the property managing its financial resources

 Staff routinely visits each property to assess the physical condition and overall operation to ensure the property meets our standards and remains “a good neighbor” to the community.

Resident outcomes are monitored utilizing Homeless Management Information System data, reports from contracted case management providers and property management reports and resident surveys.


Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

In 2016:


95% of residents maintained housing stability

As one Ability Housing resident stated about her family's housing, "Ability Housing has really helped me because, at the time, I felt like I’d lost everything. I’d lost my business, my home, and my little girl. I know there are no magic formulas that make everything instantly come together, but I can say that I know unequivocally Ability Housing has given me the leg up I needed to get my life on track. This home is a home."

Description

CASA is Ability Housing’s first project. It is a scattered-site single-family rental project consisting of 29 homes scattered throughout the community. CASA provides quality, affordable housing for adults with a disability; it is called CASA because each home is Convenient, Affordable, Safe and Accessible.


CASA was designed for adults with a developmental disability that wish to live independently in the community; but do not want to live alone. Each house is rented to two or three roommates. Residents have their own supports and are responsible for selecting their roommates.

Rents are affordable, varying based upon each tenant’s ability to pay. CASA is so innovative it was designated a State Demonstration Project by the Florida Developmental Disabilities Council. Further, according to annual surveys of our residents, 100% of respondents rate their housing as good or excellent.

Population Served People/Families with People of Developmental Disabilities
People/Families with of People with Disabilities
Homeless
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

90% of residents will maintain stable housing

90% of residents will rate their housing as good or excellent on annual surveys

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

90% of residents will maintain stable housing

 
90% of residents will rate their housing as good or excellent on annual surveys

Due to confidentiality requirements, Ability Housing does not access data concerning individual resident outcomes. As such, resident outcome targets beyond housing stability and satisfaction with their housing are not established.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Property operations are monitored by the Operations Director.


Third-party property managers submit monthly reports documenting the status each property. These are reviewed to determine the:

• occupancy level – how many units are occupied

• economic occupancy level – how much of the rent due is being collected

• budget variance – how is the property operating as compared to

projections

• cash flow – how is the property managing its financial resources

In addition, staff routinely visits each property to assess the physical condition and overall operation of the property. This is done to ensure the condition of the properties meets our standards and each house remains an asset to the neighborhood in which it is located.

Resident satisfaction is monitored via voluntary annual surveys.

Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

The success of the CASA program is best demonstrated by the

impact it has on its residents.

"Your organization has made a huge difference in my daughter’s life. I was so worried she was going to be cheated out of a normal life. In three months’ time she has become an independent adult enjoying herself and experiencing new things on a daily basis."

And this quote from the sister of a long-time CASA resident, "I never would have dreamed when my brother and I were growing up that he would have the opportunity to live in a house of his own. I always expected that he would either live with family or in a group home.Although he has lived in both these situations before, living in his own home has been much better for him...Having his own home has been the best place for him. He enjoys living with just his wife as any other grown man would do. Thank you for continuing to provide housing and subsidies for those with disabilities."

 
Description

HousingLink is a scattered-site permanent supportive housing program which enables persons with a disability who have experienced long-term or repetitive homelessness to access housing within the community.

Funded by several homeless assistance grants from the U.S. Department of Housing and Urban Development, HousingLink provides residents with rental assistance so that they can afford housing provided by others in the community. Ability Housing then partners with area service providers to ensure that residents have access to the supports they need to retain their housing and increase their self-sufficiency. All supports are voluntary.

With HousingLink, Ability Housing is able to expand the housing options it can offer to the community’s chronically homeless neighbors and help more people exit homelessness – forever.

Population Served Homeless
People/Families with of People with Disabilities
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

100% of our housing is permanent. Families and individuals make their home in an apartment with a lease because everyone needs a permanent place to sleep, eat and live.


100% of our residents have access to supportive services: All households have access to voluntary community-based support services designed to increase their quality of life by providing

opportunities to enhance life skills, improve independent living skills and increase economic stability.

100% of our residents have affordable rents: All rents are affordable to residents and we emphasize serving households earning 30% or less of Area Median Income.

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

The ultimate impact is Housing Stability, the percentage of our residents who maintain permanent housing over time. 95% of our residents maintain stable housing; far exceeding the national


benchmark of 80%. Our results are most impressive, given that 100% of our residents are low income and the majority of our residents have previously experienced homelessness.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Participant outcomes are monitored by the Operations Director utilizing Homeless Management Information System data and monthly reports from contracted case management providers.

Program outcomes are monitored by the Operations Director utilizing reports from Asset Management and Housing Program Management. 

Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Our success is due to our implementation of Permanent Supportive Housing, the nationally-recognized, evidence-based approach to addressing the complex needs of people who have been chronically homeless. A homeless person must first have a place to call home. We then offer voluntary support services to help residents maintain their housing, increase independent living skills and self-sufficiency.

Comments
CEO Comments The Villages and CASA budgets do not include the expenses for operating the properties.  Those expenses are funded through property rental income.  
Board Chair
Board Chair Greg Matovina
Company Affiliation Matovina & Company
Term Jan 2013 to Dec 2018
Board Co-Chair
Board Co-Chair Bob Hart
Company Affiliation Retired
Term Start Jan 2016 Jan 2019
Board
Board Members
NameCompany AffiliationsStatusCertificate*
Bob C. Hart Retired Business ExecutiveVotingNo
Valerie H. Jenkins Wells Fargo, Senior Community Development Officer for the Northern and Central Regions of FloridaVoting
Renee Jenkins Bank of AmericaVoting
Chip Keller Thames Markey & Heekin, P.A.Voting
Gregory Matovina Matovina & Company, PresidentVoting
Davis McCarty Retired Business ExecutiveVoting
Ross McWilliams Fidelity BankVoting
Doug Orange Sulzbacher Center, HOPE Team Outreach SpecialistVoting
Ruth Owen Everbank, Senior Vice PresidentVotingNo
Jake Peek Driver, McAfee, Peek & Hawthorne, PartnerVoting
James W Pellott Retired Business ExecutiveVoting
Dan Scheuble Voting
Lisa Shepherd Shepherd Consulting, LLCVotingNo
*This individual has been awarded a Certificate in Orientation to Board Service by the Edyth Bush Institute for Philanthropy & Nonprofit Leadership at Rollins College ebi.rollins.edu, the Central Florida Partnership www.centralfloridapartnership.org, and the Central Florida Foundation www.cffound.org.
Board Term Lengths 3
Board Term Limits 3
Board Ethnicity
Asian American/Pacific Islander 0
Caucasian 12
Hispanic/Latino 0
Native American/American Indian 0
Other 0
Other (if specified) 0
Policies
Written Board Selection Criteria Yes
Written Conflict of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Standing Committees
Standing Committees
Committee Name
Audit
Development
Executive
Board Governance
Housing and Community Development
Comments
CEO Comments

Ability Housing is fortunate to have a staff and board that are dedicated to fulfilling our mission with passion and enthusiasm. Each is motivated by a deep respect for the persons we serve. We are also driven by the desire to address the causes of homelessness and reasons why adults with a disability are relegated to living in overly- restrictive settings. Investing in solutions that address the causes of complex societal challenges is more impactful than limiting our efforts to managing the symptoms. This is why Ability Housing actively engages in increasing the capacity of other organizations and systems of care. We take leadership roles in advocating for local and state policies which foster best practices and the efficient utilization of resources. To aid in achieving these outcomes our staff serve on multiple task forces, coalitions, policy advisory boards and councils. We also focus heavily on our internal capacity. We are driven by data and the need to continuously improve our performance so as to better serve our residents and program participants. We monitor the performance of our properties and programs to ensure their long-term sustainability and impacts on the community. We also routinely monitor the outcomes of those we serve. This data is regularly assessed to ensure we are meeting our performance measures and are providing the best possible outcomes for our community, residents and program participants.

CEO/Executive Director
CEO/Executive Director Ms. Shannon Nazworth
Term Start Nov 2003
Email snazworth@abilityhousing.org
Experience

Mrs. Nazworth joined Ability Housing in 1993, as the agency evolved into an organization dedicated solely to the development and operation of quality, independent housing for adults with disabilities. She has twenty years’ experience in the development of affordable housing. She is the former Associate Director of Habitat for Humanity of the Jacksonville Beaches, Inc.; Regional Administrator for Habitat for Humanity International; and Chief Financial Officer of Habitat for Humanity of Jacksonville, Inc.

Mrs. Nazworth is actively involved in statewide advocacy efforts. She chairs Florida’s Council on Homelessness; is President of the Florida Supportive Housing Coalition; serves as Board Secretary for the Florida Community Loan Fund; serves as a member of the Chase Community Advisory Board and is a past gubernatorial appointee to the Affordable Housing Study Commission. Mrs. Nazworth routinely participates in rule development for various state affordable housing programs; chaired a statewide workgroup which developed ‘Common Sense: A Strategic Plan to Provide Supportive Housing Throughout Florida’; was awarded Advocate of the Year by the Southeast Institute on Homelessness and Supportive Housing and 2014 Eastern Region Advocate of the Year by the Corporation of Supportive Housing; and was a member of the Leadership Jacksonville class of 2011.

 
Mrs. Nazworth is a graduate of Boston College; received a certificate in Executive Leadership from the Harvard Business School, and has a Certificate in Nonprofit Management from Duke University.
CEO Salary Range $125,001 - $150,000
Staff
Number of Full Time Staff 9
Number of Part Time Staff 0
Number of Volunteers 10
Number of Contract Staff 0
Staff Retention Rate 83%
Senior Staff
Title Operations Director
Experience/Biography

Micheal Cochran, Operations Director – has personally experienced homelessness and has over fourteen years’ experience providing housing and/or services to homeless individuals and families. He has over eight years’ experience in direct administration of HUD funded projects. He currently supervises all support services for Ability Housing properties and has administrative responsibilities for four HUD funded permanent supportive housing projects for chronically homeless households and a HOPWA funded Special Project of National Significance Housing project for women with children. His community service accomplishments include serving as a member of the Jacksonville HIV Health Services Planning Council, as a Board member of the Florida Homeless Coalition and as a Board member of the Jacksonville Emergency Services and Homeless Coalition. Micheal has a Bachelor of Health Science and a Master of Public Health from the University of North Florida. He has also completed the Health Care Executive Program at UCLA’s Graduate School of Management.


 

Title Property Development Manager
Experience/Biography

As Property Development Manager, Michelle brings over 25 years of construction experience to Ability Housing. She is responsible for site identification of future projects, project development including design and construction and project management. She has a strong focus on sustainability and has worked as a project manager, risk manager and general manager for Florida-based contracting firms. She received numerous project awards and has also received national recognition for outstanding safety and training programs she developed and implemented for several companies.


Her credentials include LEED® AP, OSHA Authorized Trainer and NCCER Master Trainer. Michelle is involved in the community; she is the current Chair of the City of Jacksonville’s Environmental Protection Board and serves on a variety of boards including the ACE Mentor Program, Jacksonville Youthworks and the Springfield Preservation and Revitalization Council. Over the past 30 years she has worked with civic and business organizations to support Florida’s entrepreneurs and citizens working with state and local government to grow small businesses, strengthen our communities and improve our neighborhoods.

Title Regional Director, Central Florida
Experience/Biography
As Regional Director, Kimberlee brings more than 25 years of experience in private, public, and independent sectors and has led organizational growth in each sector.  Her skills and expertise include strategies for business development, strategic planning, public/private partnerships, education, governance, organizational culture, communications, and sustainable revenue programs.  Kimberlee helped grow Busch Entertainment Corporation/Sea World revenue programs through concession operations and supported Jefferson National Parks Association's growth in services to ten public land sites in six states as well as diversify their revenue strategies.  In her former role with Orange County, she was the liaison with Orange County Comptroller's Office, Risk Management, Office of Professional Standards, and Human Resources ensuring compliance as well as best practices.  

Kimberlee is responsible for leading Ability Housing's expansion into the Central Florida community through effective engagement and strategic partnerships with systems of care, local governments, and civic leaders.  This role includes developing a regional team and advisory board.
 
Kimberlee graduated from Auburn University with a BA in International Trade and Economics and is a member of Leadership Orlando class 91. She has consulted and trained internationally on private/public partnerships and organizational growth as well as served on national association boards and task forces with the Department of Interior. Kimberlee serves on local Central Florida boards supporting various non-profit organizations.   
Title Strategy and Development Director
Experience/Biography

Martha Cox is the Strategy and Development Director for Ability Housing. She will lead the implementation of the Board approved Strategic Plan to fulfill the mission of building strong communities where everyone has a home. In addition, she will be responsible for leading the fundraising and development efforts to ensure that Ability Housing has the needed dollars so that the most vulnerable members of our community live in safe, decent and stable housing and are able to become contributing members of our society. Martha has spent over 20 years in the private sector, most notably as a Senior Manager at SBC/Pacific Bell as well as over 10 years in the nonprofit sector in Jacksonville. She is a Certified Fund Raising Executive, graduated cum laude with a Bachelor of Science from California State University at Long Beach and was awarded her Masters of Business Administration as a Dean’s Scholar from University of California, Irvine. Martha lives with her husband and college age son in Murray Hill.

Plans
Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Date Strategic Plan Adopted Sept 2016
Management Succession Plan No
Organization Policies And Procedures Yes
Other
Collaborations

Ability Housing enhances community capacity through collaborations and partnerships with nonprofit and other organizations to increase the community’s capacity to reduce and end homelessness.


We are an active member of the Central Florida Continuum of Care and Commission on Homelessness. Staff serve on multiple Commission committees as well as the Continuum of Care’s Board of Directors and several committees.

In addition to supporting collaborations that enhance community capacity, we strive to develop partnerships that increase individual organizational capacity. In 2015 we entered a formal partnership with Florida Hospital and Wayne Densch Center for the Homeless to substantially rehabilitate the property and transform it into a high quality 77-unit affordable and supportive housing apartment community.

The Village on Mercy is adjacent to a satellite Federally Qualified Health Clinic providing high quality primary, behavioral and dental health care to our residents as well as members of the neighborhood.

We also work closely with organizations to affect statewide systems change: Disability Rights Florida, Florida Alcohol and Drug Abuse Association, Florida Coalition for the Homeless, Florida Council on Community Mental Health, and Florida Supportive Housing Coalition.

Awards
AwardAwarding OrganizationYear
Fair/Accessible Housing AwardJacksonville Human Rights Commission2009
Fair/Accessible Housing AwardJacksonville Human Rights Commission2013
Special Needs Housing AssistanceFlorida Housing Coalition2013
CEO Comments Ability Housing is fortunate to have a staff and board that are dedicated to fulfilling our mission with passion and enthusiasm. Each is motivated by a deep respect for the persons we serve. We are also driven by the desire to address the causes of homelessness and reasons why adults with a disability are relegated to living in overly-restrictive settings. Investing in solutions that address the causes of complex societal challenges is more impactful than limiting our efforts to managing the symptoms. This is why Ability Housing actively engages in increasing the capacity of other organizations and systems of care. We take leadership roles in advocating for local and state policies which foster best practices and the efficient utilization of resources. To aid in achieving these outcomes our staff serve on multiple task forces, coalitions, policy advisory boards and councils. We also focus heavily on our internal capacity. We are driven by data and the need to continuously improve our performance so as to better serve our residents and program participants. We monitor the performance of our properties and programs to ensure their long-term sustainability and impacts on the community. We also routinely monitor the outcomes of those we serve. This data is regularly assessed to ensure we are meeting our performance measures and are providing the best possible outcomes for our community, residents and program participants.
State Registration Yes
State Charitable Solicitations Permit Yes
State Charitable Solicitations Permit Expiration Month July
State Charitable Solicitations Permit Expiration Year 2017
Fiscal Year
Fiscal Year Start Jan 01, 2017
Fiscal Year End Dec 31, 2017
Detailed Financials
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201620152014
Foundation and
Corporation Contributions
$0$0$0
Government Contributions$1,102,110$1,097,414$548,392
Federal$0$0$0
State$0$0$0
Local$0$0$0
Unspecified$1,102,110$1,097,414$548,392
Individual Contributions$778,042$883,753$370,474
$0$0$0
$1,391,079$1,557,388$1,451,197
Investment Income, Net of Losses$152,215$56,378$131,349
Membership Dues$0$0$0
Special Events$0$0$0
Revenue In-Kind$17,878$0$195,866
Other$0$0$0
Expense Allocations
Fiscal Year201620152014
Program Expense$3,273,082$2,781,667$744,099
Administration Expense$185,737$134,254$115,259
Fundraising Expense$86,560$70,929$60,832
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses0.971.201.40
Program Expense/Total Expenses92%93%39%
Fundraising Expense/Contributed Revenue5%4%7%
Assets and Liabilities
Fiscal Year201620152014
Total Assets$20,337,153$19,992,044$14,465,894
Current Assets$4,082,216$5,081,588$3,799,495
Long-Term Liabilities$14,729,284$14,133,159$9,425,389
Current Liabilities$123,662$270,623$60,326
Total Net Assets$5,484,207$5,588,262$4,980,179
Top Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountEarned revenue $1,391,079Earned Revenue $1,557,388Earned Revenue $1,451,197
Second Highest Funding Source & Dollar AmountGovernment unspecified $1,102,110Government $1,097,414Government unspecified $548,392
Third Highest Funding Source & Dollar AmountIndividuals $778,042Foundations, Corporations and Individuals $883,753Individuals $370,474
Solvency
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities33.0118.7862.98
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets72%71%65%
Capital Campaign
Currently in a Capital Campaign? Yes
Capital Campaign PurposeHelpCapital Campaigns are defined as a fundraising efforts over-and-above an organization's annual operating budget. Campaigns might include the purchase of land or a building, major renovations, and major equipment purchases. Endowment campaigns may also be included if the funds are legally restricted. Pre-development expenses for the Mercy Drive Project 166-Unit of new affordable housing with supportive services to house formerly homeless individuals and families. Rehabilitation of the Wayne Densch Center from transitional housing to 77 units of affordable supportive housing.
Campaign Goal 35310257
Capital Campaign Dates June 2016 - Dec 2017
Capital Campaign Raised-to-Date $32,810,257.00 as of June 2017
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
CEO Comments

Due to the nature of the financing utilized for some of our multi-family rental project developments (Low- Income Housing Tax Credit equity), the Ability Housing audited financial statements are consolidated with two LLCs in which Ability Housing is only a 0.01% owner. The losses reflected in those statements relate to the depreciation of the real property; the losses associated with the real estate are one of the benefits provided to the equity investor.

The Form 990 is not consolidated and represents solely the activity of Ability Housing and the properties it owns independently.

Foundation Comments
Voluntary Organizations Active in Disaster
Notes Programs listed here are those that are only activated during a disaster. Some organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. Organization describes previous experience during the immediate response, recovery or rebuilding phases following a disaster.

Related Information

Homelessness

A newly released report entitled "The Cost of Long-Term Homelessness in Central Florida" reveals the economic impact of the issue. Among the findings: -Central Florida (Orange, Osceola & Seminole counties) has the highest chronic homeless population in the nation for a region our size. -There are at least 1,577 chronic or long-term homeless individuals on Central Florida's streets (averaged over five years). -The average annual cost per chronic or long-term homeless individual to remain on the streets is $31,065 (taking into account arrests, incarceration, and hospitalizations only and excluding shelter nights, mental health, probation or parole costs, emergency transport costs, or loss of business enterprise).