Grand Avenue Economic Community Development Corp.
3200 W. Colonial Drive
Orlando FL 32808
Contact Information
Address 3200 W. Colonial Drive
Orlando, FL 32808
Phone (407) 2940123
Fax (407) 2940119
Web and Social Media
LinkedIn
Video
Mission
Mission
The mission of Grand Avenue Economic and Community Development Corp. is to provide affordable housing and economic opportunities for low-income persons, and especially the homeless, in Central Florida.
 
 
Leadership
CEO/Executive Director Ms Helaine Blum
Board Chair Ms. Larri Thatcher Esq.
Board Chair Company Affiliation Legal Aid Society of the Orange County Bar Assn.
History
IRS Ruling Year 1992
Financial Summary
Revenue vs Expense Bar Graph
 
 
Projected Revenue $4,064,500.00
Projected Expenses $4,064,500.00
Statements
Mission
The mission of Grand Avenue Economic and Community Development Corp. is to provide affordable housing and economic opportunities for low-income persons, and especially the homeless, in Central Florida.
 
 
Impact
Our key initiatives are developing and managing affordable housing and creating economic opportunities for homeless individuals in Central Florida. We partner with effective organizations providing social service and health care services. Our partnership with City of Orlando and Sobik Subs to operate a franchise on Orange Blossom Trail provides valuable food service experience for a number of our residents through a social enterprise  that strives to create a pathway integrating more of our residents into the workplace. Our newest social enterprise is Pathlight Enterprises, located at our Maxwell Terrace location, which provides training in employment through catering, banquet and meeting services.
Over 80% of the residents we serve deal with serious and persistent mental illness. They are adults living alone who have burned through most relationships, formerly homeless with no place to go. They had no supportive community and not enough money to find housing in today’s society. Without housing, they had no hope of ever achieving stability.


We own and manage over 500 units of permanent supportive housing for homeless persons: 203 zero bedroom units in Orange County at Maxwell Garden Apartments and 333 zero bedroom units in the City of Orlando at Maxwell Terrace Apartments. We partner with the Orlando Housing Authority, Homeless Services Network of Central Florida and Orange County to provide dedicated units with supportive services for the hardest to serve chronically homeless persons in our community.

We developed Safe Haven at Maxwell Gardens (25 units Single Room Occupancy) to assist chronically homeless individuals in moving toward stability and eventual self-sufficiency. Residents work with our staff to develop individual case plans to maintain their housing stability and achieve their program goals.

 

 


 


 

Independent Research has been conducted on this organization's theory of change or program effectiveness? No
Needs
Additional funds for Pathlight Home PSH Program for furniture for chronically homeless residents - $20,000 per year
Additional funds for Safe Haven Program - $83,000 per year
Additional funding for development staff - $30,000 per year
Additional funding for volunteer management staff - $20,000 per year
Additional funding to support property management costs - $20,000 per year
 
 
 
Background

In its first few years, Grand Avenue (GAECDC) brought to two different apartment communities, education programs on HIV/AIDS, substance abuse, entry into prenatal care, immunizations, parenting classes and social service referrals, as well as police participation to address drug problems in the communities. Then, in 1994, due to the tremendous and continually increasing need for permanent housing opportunities for the homeless in our community, GAECDC led an effort to apply for grant funding from the Department of Housing and Urban Development to create permanent housing for single, disabled homeless persons, a group rarely assisted.

 The effort was successful and the organization was awarded $4,800,000, over ten years, to create 100 units of permanent single room occupancy housing. In November of 1996, GAECDC opened 75 of the units at the first of its kind single room occupancy apartment complex in the Central Florida area. The units quickly reached capacity and in 1998, we added another 127 units. GAECDC has developed over 600 units of permanent housing for homeless persons throughout Central Florida. Since 1992, GAECDC has brought more than $15,000,000 to the community for the development and maintenance of permanent supportive housing.

 
CEO Statement
Grand Avenue ECDC is the largest provider of permanent housing with supportive services for the homeless in our Central Florida community. Without the housing we provide, over 500 persons would be without permanent homes in our community.
CEO/Executive Director/Board Comments
Our organization has been providing decent affordable permanent housing to the homeless in our Central Florida community for over twenty years. We have assisted many individuals in breaking the cycle of homelessness. We have also provided employment through social enterprise for formerly homeless persons to help them regain independence, income and resources to once again participate actively in our community. We are continuing to expand our social enterprise program.
NTEE Information
Primary Organization Type Housing, Shelter
Primary Organization SubType Low-Income & Subsidized Rental Housing
Secondary Organization Type Housing, Shelter
Secondary Organiztion SubType Housing Development, Construction & Management
Tertiary Organization Type Employment
Tertiary Organization SubType Employment NEC
Areas Served
Geographic Areas Served
FL - Orange
FL - Osceola
FL - Seminole
FL - Volusia
Goals
HelpWhat is the organization aiming to accomplish? This is the organization's ultimate goal for intended impact.

1) Reduce the number of persons sleeping on the street in our community

2) Assist formerly homeless persons with maintaining permanent housing

3) Residents experience increases in quality of living and income

3) Do all of the above with maximum cost savings to the community

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

1) Provide affordable, decent housing for formerly homeless persons

 2) Provide supportive services to our residents, as well as leverage community resources to provide additional contracted supportive services to our residents.

3) Provide economic opportunities  through culinary training and employment to our residents and very low and low income residents of the community through our social enterprises, Sobik's and Pathlight Kitchen.

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

1) Operating and managing 536 affordable, decent permanent housing units for the homeless in Central Florida

2) Expertise to develop additional affordable, decent permanent housing units for the homeless in Central Florida
 
3) Expertise to provide supportive services to chronically homeless persons in Central Florida
 
4) Expertise to provide economic opportunities through culinary training with our three kitchens and culinary staff
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?

We have adopted the following 4 measures as indicators of the above:

1) Measuring the number of unsuccessful participants. A low or decreasing number indicates success.

2) Length of stay which is measured in the following units: less than 6 months, 6 to 11 months, 1 to 3 years, more than 3 years. An average score of length of stay will also be calculated. Success is determined by the percentages of length of stay being in the higher categories.

3) Stability of health which examines the percentage of clients who are maintaining health while in a supportive service program using the VI-SPDAT measured every 6 months. Success is indicated by a high or increasing number.
 
4) Cost per successful client. The calculation will be compared to the cost per maintaining clients in other types of housing, i.e. jail, hospital, transitional housing. Success is determined by a lower cost as compared to the other type of costs.
Progress
HelpWhat has and hasn’t been accomplished so far? We have just begun the measurement process. We have determined that we are housing chronically homeless persons at an average annual cost of $12,500 per person which includes provided supportive services on site. This cost is approximately $2,500 less than the national average of $15,000 annually per person. 
Programs
Description
The Safe Haven program within Maxwell Garden provides permanent supportive housing to chronically homeless persons with mental illness in a traditional single room occupancy environment, i.e. shared kitchen and bathrooms. Services are provided on a 24 hour basis. Most residents enter the program without income.
Population Served Homeless
Elderly and/or Disabled
Adults
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.
Persons in the program will have safe, decent permanent housing while seeking disability application approval. 75% of program participants will obtain and  maintain housing for at least 7 months. 70% of participants will increase income from all sources as measured by HUD Self-Sufficiency Matrix. 60% will obtain health coverage as measured by HUD Self-Sufficiency Matrix. 60% of participants will show overall improvement on the HUD Self-Sufficiency Matrix at program exit.
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.
Chronically disabled homeless persons with severe mental illness and without income will obtain income sufficient for them to find and secure permanent affordable housing.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
Department of HUD measures in HMIS track success in the program.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
Over 70% of persons leaving our program obtain income, health benefits and housing upon exiting the program.
Description
These programs provide over 500 units of permanent supportive housing to formerly single homeless persons in our community. A majority of the persons living in our housing have disabilities, both physical and mental. Without the availability of our housing, these persons would be living on the street. 
Population Served Homeless
People/Families with of People with Disabilities
Elderly and/or Disabled
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.
85 % of persons obtaining housing will remain in housing for 3 months. 75% of persons obtaining housing will remain in housing for 6 months. 50% of persons obtaining housing will remain in housing for one year or more.
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.
Homeless persons will obtain and remain in permanent housing while overcoming or managing their disability.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
Success is tracked by measuring length of stay in the housing.
Description
Social Enterprise that provides training and employment to formerly homeless and low income persons. It is part of the Sobik's Sub Franchise which was granted to us by Sobiks. The shop is open from 11:00 a.m. to 2:30 p.m. Monday through Friday and serves lunch to customers. It also provides catering.
Population Served Poor,Economically Disadvantaged,Indigent
Homeless
Unemployed, Underemployed, Dislocated
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.
Of persons trained, 50% will find employment in the community. Of persons employed in the shop, 50% will remain employed with the shop for one year.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
Percentage of persons completing training. Length of employment by those employed after training in the shop.
Description
Pathlight Enterprises consists of Pathlight Kitchen, Pathlight Catering and Pathlight Bakery. It is a social enterprise that provides training and employment for formerly homeless and very low income persons in our community through culinary education in a training kitchen and bakery environment. It is located at Maxwell Terrace.
Population Served Homeless
Poor,Economically Disadvantaged,Indigent
Unemployed, Underemployed, Dislocated
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.
50% of persons taking culinary program will complete the program.
50% of persons completing culinary program will obtain employment.
50% of persons obtaining employment will retain employment.
80% of persons completing safe serve classes will receive certificates of completion.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
Program accomplishments tracked through enrollment and file documentation of completion of classes and program. Employment tracked through surveys of participants and follow- up surveys.
Comments
CEO Comments
The greatest challenge facing our organization is to obtain funding to continue these important programs. We have been quietly providing these services for over 24 years. We have not had the funding to market ourselves to the community. As government resources continue to end, our convincing the private sector to rally to this cause of assisting the least among us, in a way that allows them to become self-sufficient will take on increased importance over the next few years.   We continue to address this challenge by speaking with advocates in the community regarding our programs. We have seen investment by Orange County, City of Orlando, and the Homeless Service Network of Central Florida. We continue in conversation with funders in the community regarding additional investment in our programs. 
Board Chair
Board Chair Ms. Larri Thatcher Esq.
Company Affiliation Legal Aid Society of the Orange County Bar Assn.
Term Apr 2016 to Mar 2017
Board Co-Chair
Board Co-Chair
Board
Board Members
NameCompany AffiliationsStatusCertificate*
Ms. Helaine Blum Grand Avenue ECDCExofficio
Mr. Ladd Fassett, Esq. Fasset, Anthony & Taylor, P.A.VotingNo
Mr. George Thomas Hodges IIITD BankVotingNo
Ms. Judith Kiley N2N GlobalVoting
Ms. Norweida Maxwell Community VolunteerVoting
Ms. Jann Rigell CuraScriptVoting
Ms. Larri Thatcher Legal Aid Society of OCBAVoting
*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,
Board Term Lengths 3
Board Term Limits 2
Board Ethnicity
Asian American/Pacific Islander 0
Caucasian 5
Hispanic/Latino 0
Native American/American Indian 0
Other 0
Other (if specified) 0
Policies
Written Board Selection Criteria No
Written Conflict of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 75%
Constituency Includes Client Representation No
Additional Board/s Members and Affiliations
Advisory Board
NameCompany Affiliation
Alana Brenner City of Orlando
Mitchell Glasser Orange County Housing and Comm Dev
Tom Greenman Lakeside Alternatives, Inc.
Bill Hamilton Winthrop Management LP
Babette Hankey Center for Drug Free Living, Inc.
Jodi Kobrin Sobiks Subs Franchising
Rosalie McMasters Cambridge Management, Inc.
Steven Mills Konica Minolta
Laura Whitfield Insperity
Donna Wyche Orange County Government
CEO/Executive Director
CEO/Executive Director Ms Helaine Blum
Term Start Apr 1992
Email helaine@grandave.org
Experience Helaine Blum is the President of Grand Avenue Economic Community Development Corp. in Orlando, Florida. She has been active in the area of developing affordable housing and economic development projects for very low income and homeless persons for over twenty years. She has a specific interest in supportive housing for homeless persons who have mental illness. She is a founding member of the Homeless Services Network of Central Florida and served in various board capacities, including Treasurer and President. She was previously a member of the Florida Coalition for the Homeless for many years, serving on its board as its Treasurer and then as its President for seven of those years. She is also an attorney who has been practicing law in Florida for the past 37 years. She has been with Grand Avenue since its inception, assisting the founder, Rev. Fred L. Maxwell, with the incorporation in April of 1992 and providing executive leadership as a volunteer through the year 2000, at which time she became its paid executive director and then its President in 2005 and has continued in that capacity to the present.
CEO Salary Range $50,001 - $75,000
Staff
Number of Full Time Staff 24
Number of Part Time Staff 0
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate 86%
Senior Staff
Title COO - Director of Operations
Experience/Biography

Management professional with 20 years experience in property management and fiscal compliance for federal and state programs, including HOME, CDBG, SHIP, SHP, CoC, 811 and SSVF. Responsible for the operation of over 500 units of permanent supportive housing for the homeless in the Central Florida area.


 

Title Programs Manager
Title Corporate Office Administrator
Plans
Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 4
Date Strategic Plan Adopted Feb 2016
Management Succession Plan Under Development
Organization Policies And Procedures Yes
Other
Risk Management Provisions
Risk Management Provisions
Automobile Insurance
Commercial General Liability
Crime Coverage
Directors and Officers Policy
General Property Coverage
Employee Dishonesty
State Registration Yes
State Charitable Solicitations Permit Yes
State Charitable Solicitations Permit Expiration Month Aug
State Charitable Solicitations Permit Expiration Year 2017
Fiscal Year
Fiscal Year Start Jan 01, 2017
Fiscal Year End Dec 31, 2017
Documents
Audit Documents
YearDocument
2015Audit
2014Audit
2013Audit
2012Audit
2011Audit
2010Audit
2009Audit
2008Audit
2007Audit
2006Audit
2005Audit
IRS Letter of Determination
501(c)(3) determination
Other Financial Documents
YearDocument
2014990
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 Year201520142013
Foundation and
Corporation Contributions
$0$0$0
Government Contributions$1,741,328$804,338$2,271,219
Federal$0$0$0
State$0$0$0
Local$0$0$0
Unspecified$1,741,328$804,338$2,271,219
Individual Contributions$12,999$25,390$18,363
$0$0$0
$2,923,999$2,494,000$2,387,495
Investment Income, Net of Losses$1,325$1,321$1,560
Membership Dues$0$0$0
Special Events$0$0$0
Revenue In-Kind$0$0$0
Other$0$911$0
Expense Allocations
Fiscal Year201520142013
Program Expense$3,794,272$3,392,548$3,312,931
Administration Expense$23,286$235,458$353,863
Fundraising Expense$0$0$0
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.160.921.41
Program Expense/Total Expenses94%94%100%
Fundraising Expense/Contributed Revenue0%0%0%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$14,233,548$14,423,566$14,986,804
Current Assets$516,812$426,237$485,243
Long-Term Liabilities$6,624,659$5,751,698$7,838,157
Current Liabilities$559,140$2,274,512$449,245
Total Net Assets$7,049,749$6,397,356$6,699,402
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountEarned Revenue $2,923,999Earned Revenue $2,494,000 --
Second Highest Funding Source & Dollar AmountGovernment $1,741,328Government $804,338 --
Third Highest Funding Source & Dollar AmountIndividuals $12,999Governnent, Corporations and Individuals $25,390 --
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities0.920.191.08
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets47%40%52%
Capital Campaign
Currently in a Capital Campaign? Yes
Campaign Goal 1000000
Capital Campaign Dates Apr 2015 - Sept 2018
Capital Campaign Raised-to-Date $100,000.00 as of Jan 2017
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
CEO Comments
Income in  2010 reflects substantial grants received for capital improvements and a mortgage satisfied, the former from the City and County, the latter from the Orlando Area Trust for the Homeless. The related expenses for those improvements and the paid off mortgage show on the balance sheet as additions to assets and do not appear on the expenses. Accordingly, what appears as significant income gains in both those years are actually improvement to asset balances.
Foundation Comments
Financial figures taken from IRS Form 990.  Audit reflects consolidated information, so it was not used.
Contributions from foundations and corporations are included with total for individuals, as they were not separated on the 990.
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.
Nonprofit Grand Avenue Economic Community Development Corp.
Address 3200 W. Colonial Drive
Orlando, FL 32808
Primary Phone (407) 2940123
Contact Email helaine@grandave.org
CEO/Executive Director Ms Helaine Blum
Board Chair Ms. Larri Thatcher Esq.
Board Chair Company Affiliation Legal Aid Society of the Orange County Bar Assn.
Year of Incorporation 1992