Harbor House of Central Florida Inc.
P.O. Box 680748
Orlando FL 32868
Contact Information
Address P.O. Box 680748
Orlando, FL 32868
Phone (407) 886-2244
Fax (407) 886-0006
Web and Social Media
Donate with a credit card http://www.harborhousefl.com/donate
Instagram
Pinterest
Video
Mission
Mission

Harbor House works to prevent and eliminate domestic abuse in Central Florida by providing critical life-saving services to survivors, implementing and advancing best practices, and educating and engaging the community in a united front.

Leadership
CEO/Executive Director Ellen Siler
Board Chair Audra Hollifield
Board Chair Company Affiliation Orlando Magic
History
IRS Ruling Year 1979
Former Names
NameYear
Spouse Abuse, Inc.2008
Financial Summary
 
 
Projected Revenue $3,831,115.00
Projected Expenses $3,666,465.00
Statements
Mission

Harbor House works to prevent and eliminate domestic abuse in Central Florida by providing critical life-saving services to survivors, implementing and advancing best practices, and educating and engaging the community in a united front.

Impact

 Accomplishments in 2014-2015:

  • Harbor House served 1900 men women and children and provided more 42,300 bed nights
  • 9,065 hotline calls were answered, 6,430 individuals were assisted with injunctions and court services. 822 families and 2,000 served through InVEST
  • The EVE (Early Victim Engagement) program was implemented last year to reduce the number of intimate partner
    homicides and increase the successful prosecution rate in Orange County, Florida through collaboration with professionals in the civil and criminal justice system to enhance and maintain a comprehensive system of survivor safety and batterer accountability. Through the EVE program 4,500 survivors filed police reports and 450 have accepted services
  • Harbor House children's center is a certified program that provided 26,511 hours of child care and served 6,950 nutritious meals to children.
  • Our Walk a Mile in Her Shoes event, which was held on March 3rd, featured more than 350 brave individuals who walked in heels down the streets of downtown Orlando. The event raised over $40,000—enough to provide 300 nights of safe housing for survivors.
  •  Since its inception in 2012, more than 100 pets have found refuge form abusive homes in our on campus Pet Kennel.

Independent Research has been conducted on this organization's theory of change or program effectiveness? Yes
Needs Operational funds – The agency has increased capacity to meet the growing domestic abuse epidemic in Central Florida. Since 2006, the demand for our emergency shelter services has quadrupled. Then we served 250 individuals. During the last fiscal year, we served more than 1,000. Donations are always needed to assist the agency to meet the growing demand for emergency services. More than $1 million must be raised annually to meet operational needs and to generate matching funds that are used to draw down additional federal support. There is no charge for any Harbor House service. Those living in our emergency shelter are provided with food, clothing, hygiene items, as well as counseling and safe shelter.
  1. Survivor Support – This fund pays for critical items such as prescriptions, transportation, fees for identification and birth certificates.
  2. Survivor Specific Items – Items to support survivors and their children while in shelter especially personal care items, diapers and other children's items, laundry detergent, cleaning supplies, gas cards, and grocery gift cards for the purchase of fresh fruit, meat and vegetables.
  3. Volunteers – Harbor House has over 1,500 volunteers that assist with direct support (answering hotlines, running support groups) to providing meals and doing facility repairs and improvements. Other volunteers serve on the board of directors, assist with special events and facilitate activities for survivor families.
  4. Capital Improvement – Harbor House must replace two existing 32 bed residential facilities within the next 3-5 years due to deteriorating conditions. The estimated cost of the new emergency shelter is $7.6 million. 
Background
CEO Statement Since 2002, domestic violence homicides in Orange County have increased 187% resulting in nearly 25% of all homicides and 90% of all murders of women. The impact has been devastating to our children with 80% of DCF child abuse cases resulting from exposure to domestic violence - making it the leading cause of maltreatment of the children in our region. Harbor House is the sole provider of domestic abuse services for Orange County. Since the downturn in the economy, the demand for Harbor House’s unique services, especially safe housing, has skyrocketed. Last year we shelter close to 1,000 suvivors. Despite this increase in demand for the services we provide, we maintain our "open door" policy of never turning a survivor away.  Harbor House is committed to providing quality, empowering and culturally-specific services to every person who requests them. We also recognize that 80% of domestic violence incidents go unreported and 98% of domestic violence homicide victims never call for help. As such, community outreach and awareness is the only way domestic abuse will ultimately be eliminated in our community. To do this effectively, Harbor House actively reaches out and engages community members, faith based groups, corporations and civic groups. Together, we can make our community and homes safe.
Board Chair Statement N/A
CEO/Executive Director/Board Comments N/A
NTEE Information
Primary Organization Type Human Services
Primary Organization SubType Family Violence Shelters and Services
Secondary Organization Type Housing, Shelter
Tertiary Organization Type Animal Related
Tertiary Organization SubType Animal Protection & Welfare
Areas Served
Geographic Areas Served
FL
We serve the tri county of Central Florida, serving Orange, Osceola and Seminole county. 
Goals
HelpWhat is the organization aiming to accomplish? This is the organization's ultimate goal for intended impact.
Harbor House's ultimate goal is to end domestic abuse in Central Florida. To create this social change where we are proactively preventing domestic abuse versus reacting to the devastating and costly effects of it, we must create a community of active, trained bystanders on every level - from individual to societal (businesses, health care professionals, faith institutions) to systemic (courts, judges, public policy). We must essentially change the conversation about domestic abuse so the perception is that this is not a womens' issue, it is not a family issue, and it is not a behind-closed-doors issue...it is a community issue. 
 
Our goals are:
 
Promote Domestic Violence Offender Accountability as measured by  at least  a 10% increase in successful prosecution outcomes over the next 3 years in targeted pilot areas.
   - 90% of survivors who accept services will define and achieve their own goals for safety and self- sufficiency
 - 85% of survivors who complete Harbor House programs will report being satisfied or highly satisfied with the services they received as measured by a participant satisfaction  survey 
Public awareness is a key component to ensuring our message is both far-reaching and resonates with targeted populations. We must deliver our targeted messaging to the right people through the right channel at the right time. This includes targeted materials for our diverse, multicultural population and outreach efforts with key messaging developed specifically for those populations.  
 
Our goals are:
  1. Every youth trained will become a Leader of Courage or Little Leader
  2. Every health care provider will screen their patients for domestic abuse
  3. Every first responder will utilize our InVEST Crisis Response Team
  4. Every business will become a Key Business Partner, implementing policies to address domestic abuse in the workplace and increase workplace safety 
  5. Every faith institution will provide their congregation with Recognize, Respond, Refer (R3) programming
Strategies
HelpWhat are the organization's strategies for its stated long-term goals?

Our strategies for achieving social change are focused on creating a community of active bystanders. To do this, we utilize our core philosophy of Recognize, Respond, Refer (R3), which teaches our community how to recognize domestic abuse, respond to it effectively and refer survivors to safety. 

For example, our Project Courage initiative is a targeted effort in two communities in Orange County. Beginning in 2009, our goal was to saturate the first community--Pine Castle--with knowledge, training programs and events to help eradicate domestic abuse in that area. We went into schools, businesses, health care providers, government agencies and faith institutions with training and programming focused on our core philosophy of Recognize, Respond and Refer (R3). Armed with information about how to recognize domestic abuse, how to respond to it effectively and how to refer survivors to safety, we were able to develop significant partnerships and change attitudes and behaviors.
 
Results from the project courage initiative have demonstrated over the years that though there is a large number of 911 calls, individuals are choosing to file injunctions and participate in counseling rather than seek refuge at our shelter, proving that our efforts are working.
 
Building on this, our strategies for future success are the following:
  1. Strengthen individual knowledge and skills to prevent violence and promote safety.
  2. Promote community education by reaching targeted groups of people with information and resources to prevent violence and promote safety.
  3. Educate providers who will transmit skills and knowledge to others and model positive norms.
  4. Foster coalitions and networks that bring together groups and individuals for broader goals and greater impact.
  5. Change organizational practices by assisting these organizations in adopting regulations and shaping norms to prevent violence and improve safety.
  6. Influence policies and legislation by encouraging laws and policies by enacted that support healthy community norms and a violence-free society.
Capabilities
HelpWhat are the organization’s capabilities for doing this? What resources, capacities, and connections support its progress towards long-term goals?
Our internal resources include a highly-trained and experienced staff who promote trauma-informed care and an empowerment model for survivors. Coupled with a strong board of directors that is well-connected, influential in the community and committed to our mission, we have the right people to accomplish our goals. Our executive-level board brings a wide array of expertise in strategic development, financial services, human resources, communications and governance, and their expertise and involvement has been instrumental to our success.
 
Financially, our organization uses multiple methods to determine the financial health of the organization. Harbor House has been very successful in keeping our overhead averaging 12% - 15% in any given year. The various measurements of financial health we employ compared to an average nonprofit agency in a similar industry indicate we are performing at an "above average" level. See attachments.
In fact, our audited financial statements from the last fiscal year show cash reserves of $1,7 million, excluding $372,000 in cash that is restricted for use in the capital campaign project. The audited financial statements also reflected $1 million in committed grant funds, which were due to be received within 30 days of fiscal year end. These included $702,000 for capital campaign expenditures and $300,000 for program and operating expenses

Externally, our community partnerships include homeless coalitions, child welfare agencies, health care partners and law enforcement agencies. Our collaborations with other agencies again strengthens our ability to affect change. By communicating the same message about domestic abuse from other trusted organizations, we are maximizing visibility in our community and pushing the issue to the forefront of the societal discussion. In addition, we are a valued member of the Domestic Violence Commission, which is comprised of leaders from nearly every agency that touches the criminal justice system in domestic violence cases. Through our involvement we have been able to offer tangible solutions to community-wide problems identified during the Commission's research process. Recently, we presented our solutions to the Orange County Board of County Commissioners, and they approved additional funding in support of our recommendations. 
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?

On a community level, several indicators illustrate that our efforts are working:
 
Our Little Leaders of Courage curricula is taught to students ages 4 through elementary. Of the participants who completed surveys;
  • 100% of students who completed the program go on to intervene, help someone, or plan to use the information when they see abuse happening
  • 40% of youth have intervened when they suspected abusive relationships among their friends
  • 30% of youth have become mentors to other teens
Since 2010, 8,427 members of the community have been trained on R3 (recognize, respond, refer), of those surveyed;
  • 96% of the community members say R3 training made them feel more comfortable with the idea of helping survivors of domestic violence
  • 94% of community members say that R3 training improved their ability to recognize the warning signs of domestic abuse
  • 54% of community members have recognized domestic abuse in a friend, family member or co-worker after attending R3 training
Of those 54%;
  • 64% reached out directly to the person experiencing abuse
  • 70% have attempted to help survivors of abuse on more than one occasion
  • 96% have attempted to help a survivor of abuse on more than one occasion
Internally, we use several methods of measurement to identify progress toward our intended impact. Our reports show:
  • 4,500 survivors have filed a police report and 450 have accepted services
  • 6,430 new injunctions 
  • 116 domestic violence cases with batterers held accountable 
  • 822 families served through InVEST including 2,009 children
  • 26,511 hours of child care for survivors
  • 6,950 nutritious meals
  • 28 pets rescued
Progress
HelpWhat has and hasn’t been accomplished so far?
As a result of our concentrated efforts focusing on R3 and creating a community of active bystanders, last year were able to report more than 65% of health professionals in our Project Courage community of Pine Castle said they will change their patient evaluation routine to include R3. In addition, 90% of faith leaders and parishioners surveyed said they now understood "how to Recognize, Respond and Refer a domestic abuse survivor." In the business community, 99% of those trained stated that when confronted by a domestic abuse survivor, they would help him or her get the resources needed to be safe. That is social change.
 
However, there is more work to do. 
  1. We have reached ten schools and 2,673 youth in Orange County with youth prevention programming (Leaders of Courage/Little Leaders). We want to reach every school in Orange County.
  2. We have trained 797 health care providers on screening patients for domestic abuse. We want every health care provider to screen their patients for domestic abuse.
  3. We have trained 1,607 first responders on R3 and our InVEST program. We want all first responders in Orange County to utilize our InVEST Crisis Response Team.
  4. We are working with 111 businesses and have established 47 as Key Business Partners. We want every business in Orange County to become a Key Business Partner. 
  5. We have trained 26 faith institutions on providing R3 programming to their congregations. We want every faith institution to provide their congregation with Recognize, Respond, Refer (R3) programming.
 
Programs
Description
With 110 beds, Harbor House is one of the largest most comprehensive domestic abuse shelters in the U.S. Last year, 1030 adults and children stayed in our emergency shelter's safe short-term housing for a total of 25,044 nights. Our safe short-term housing operates a 24-hour hotline, 365 days a year, completing over 10,000 safety plans annually. This program employs state certified staff and offers onsite medical services, counseling, case management and crisis intervention. Harbor House is one of only three domestic abuse shelters in Florida to offer licensed childcare, five days a week, at no cost to survivors residing in shelter. With a capacity for 60+ children, trauma-informed and age appropriate programming helps children recover and allows mothers to heal from their injuries, locate alternative housing, and seek employment, thus becoming economically independent and free from dependency on the abuser.
Population Served Adults
Victims
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 survivors residing in shelter for over 48 hours will work with an advocate to complete a comprehensive case plan to include safety planning, a needs assessment, and community referrals.
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 shelter residents will have safe housing when leaving shelter.

50% of shelter residents will increase their income following exit.
 
80% of residents will complete at least one satisfaction card.
 
85% retention for shelter volunteers.

95% of callers identified as high lethality will receive a safety plan.

40% of hotline callers will be linked to services.

80% of children in shelter will receive child care services.

100% of children in shelter will receive a welcome and discharge session with an advocate.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
Program success is monitored in several ways: through the success stories of the survivors and advocate case notes, which includes a detailed safety plan and case plan. All intake documentation and case notes are reported in the survivor's file and entered into the ALICE database, a program designed for domestic violence centers. Satisfaction surveys are also completed by the shelter residents and monitored by supervisors.  
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Rosa never thought that domestic abuse could happen to her until she met her former boyfriend, who mentally and physically tortured her for several years. He was a well-respected man in the community but at home, he terrorized Rosa with his controlling behavior. When Rosa came to Harbor House, she was traumatized and afraid for her life. She had recently lost her job because her former boyfriend stalked her at her place of employment. She was terrified that her ex would find her and kill her. Through safety planning and case management in the emergency shelter, Rosa was able to gain the skills and confidence that she needed to move forward with her life. As a result of living in a safe and stable environment, Rosa recently obtained full time employment at a local bank. She moved into our Transitional Housing program and is saving money to move into her own apartment. She has expressed that she feels much more confident through the encouragement and support of Harbor House.

 

 

Description
This program serves more than 800 survivors annually at multiple locations throughout the Central Florida community. Working with survivors who no longer need safe short-term Housing, outreach advocates provide crisis counseling, safety planning, relocation
assistance and support groups. This past year, 123 adults attended these support groups.

As part of our outreach services, our Community Based Transitional Housing program empowers survivors to achieve self-sufficiency through supported rent and job placement. The Community Based Transitional Housing program has become one of the most successful Community Based Transitional Housing programs in the nation, with 100% of our survivors achieving permanent housing. During the last fiscal year, Harbor House served 53 families alone through this program.
Population Served Victims
Adults
Children and Youth (0 - 19 years)
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 survivors with children receiving Outreach services will receive a referral for child counseling.
 
For survivors receiving Outreach services, 50% will attend support groups. 
 
70% of survivors receiving Outreach services will attend two or more individual sessions.
 
85% retention for Outreach volunteers.
 
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.
100% of children will receive a referral for children's counseling.
 
90% of survivors referred to Outreach from Emergency Shelter will receive a follow up call from an Outreach advocate. Of those referred, 60% will attend accept Outreach services.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Program success is monitored in several ways: through the success stories of the survivors and advocate case notes, which includes a detailed safety plan and case plan. All intake documentation and case notes are reported in the survivor's file and entered into the ALICE database, a program designed for domestic abuse centers. Satisfaction surveys are also completed by the survivors and monitored by supervisors.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Sarah was a homeless survivor of domestic abuse who came to the Outreach program having lived in a tent for months. She was unemployed and wanted to work; however, without an address she was unable to obtain the necessary documentation needed for employment. Sarah was referred to the Community Based Housing program. With a stable place to live, she was able to focus on her employment needs. She met regularly with the Community Based Housing Specialist and was provided the following services: safety planning, assistance with obtaining necessary identification, and credit repair through the Financial Empowerment workshops. As a result, Sarah recently obtained full time employment. Sarah is now healthier and her self-esteem has significantly improved. She has expressed an interest in some day volunteering as an advocate for a domestic abuse center and states that she thanks Harbor House for changing her life.

Description
Our Court Services program provides assistance and support to more than 7, 936 survivors of abuse annually and reaches the largest number of individuals of any program offered by Harbor House. Advocates provide assistance with injunctions for protection and stalking, translation services, court accompaniment and crisis intervention. During the last fiscal year, our court advocates provided more than 4,661 hours of advocacy, safety planning, court accompaniment and filed more than 5,111 domestic/dating/sexual violence injunctions.

Another innovative and life-saving program, Early Victim Engagement (EVE), brings together advocates, law enforcement and child protective services to prevent homicides and serious injury for hundreds of survivors in highly dangerous situations. Currently we have EVE advocates in three of the 12 municipalities in Orange County, and within three years we will have an advocate in all 12. This year alone, the EVE team has contacted more than 1,125 survivors to offer services. The EVE team, working with the Department of Children and Families, provided advocacy services to 184 families.
Population Served
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.
For survivors in the courthouse program, 90% of those identified as high lethality will receive a safety plan.
 
85% retention for Courthouse volunteers. 
 
 
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.
70% of all InVEST survivors receiving services will be referred to an Outreach support group. Of those referred, 50% will attend support groups. 
 
30% of those identified for the InVEST program will accept services. 
 
 
 
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Program success is monitored in several ways: through the success stories of the survivors and advocate case notes, which includes a detailed safety plan and case plan. All intake documentation and case notes are reported in the survivor's file and entered into the ALICE database, a program designed for domestic abuse centers. Satisfaction surveys are also completed by survivors and monitored by supervisors.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. Ebony had been married to her husband for eight years before arriving at the Harbor House court program. Throughout the marriage, Ebony endured physical and verbal abuse. The abuse began with her husband belittling her and calling her names. A few years into the marriage, he became physically abusive toward Ebony. The incident that led her to contact law enforcement was when he beat her so badly that she ended up in the hospital with severe injuries. She contacted the police and they referred her to the courthouse to file for an injunction for protection against domestic violence. Advocates at the courthouse assisted her with completing her petition for an injunction and also took pictures of the bruises around her eyes and neck from the physical attack. She received a safety plan and a referral to Outreach Services. The judge granted Ebony a temporary injunction for protection. She later wrote a letter to Harbor House stating that she is forever grateful for the courthouse program.
Description
Primary prevention programs range from the our Leaders of Courage initiative, which focuses on middle and high school youth, to Little Leaders, which is tailored to pre-K through elementary youth and educated children about healthy relationships, bullying and safe bystander intervention. This fiscal year the Prevention program reached 2,650 youth.
 
The overarching Project Courage initiative seeks to engage the community to end domestic abuse by focusing all of our services in a specific geographic area. Project Courage reaches all levels of the community from youth in the Leaders of Courage program to businesses in our Key Business initiative to community leaders and faith institutions. Three years after its launch in March 2010, Project Courage continues to have an astounding effect in the Pine Castle community.  Due to this success, Project Courage was replicated in the Malibu Groves neighborhood in August 2011.  
Population Served Adults
Families
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.
Youth who participate in school programming will show a 15% increase in knowledge of abusive behaviors as measured by the pre/post survey questions.
 
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.
80% of youth participating in Prevention services will complete the Leaders of Courage programming in its entirety. 
 
There will be a 20% increase in the number of adults participating in Prevention programming. 
 
25% of adults participating in Prevention programming will attend more than two community events. 
 
 
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Prevention program success is measured by participant pre/post evaluation surveys and success stories, along with facilitator evaluations.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

The Leaders of Courage curriculum is designed to educate youth about the dynamics of abusive/unhealthy relationships. Throughout the 9-week program, youth will define abuse and respect, learn skills for effective communication, recognize red flags, bullying behaviors, learn safe bystander intervention, understand gender stereotypes, and create strategies with youth that raise awareness about intimate partner violence to their schools and communities. After attending two groups, a youth participant recognized that she was in an unhealthy relationship. She was no longer in the relationship but he was becoming increasingly aggressive with her. Through the Leaders of Courage program, the woman was able to recognize the signs of an abusive relationship. After safety planning with the woman, the advocate has followed up and she continues to attend the groups. She has become a leader among her peers and has become a strong proponent for the success of the Leaders of Courage program.

Description

Harbor House provides professional education about domestic abuse to law enforcement, businesses, health care providers, social services and human resource professionals. This specialized training includes successful ways to deal with survivors and abusers. In addition, the program sheds light on the warning signs to detect if abuse is present in a home situation.

Harbor House staff and trained volunteers facilitate educational presentations to the community at large. These presentations are focused on our core curriculum -- Recognize, Respond and Refer (R3). R3 educates individuals on how to recognize domestic abuse, respond to it effectively and refer survivors to safety. During the last fiscal year, Harbor House held 417 presentations and trained 1,672 individuals.

In 2012, the R3 App was created by Harbor House of Central Florida for its Project Courage initiative and community education training to encourage healthcare professionals and those at risk to Recognize, Respond and Refer (R3) to Domestic Abuse. R3 is the first app to
have information that aids medical professionals in hospitals, doctors' offices and clinics to make appropriate assessments of domestic abuse victims and refer them to resources that can help. No other tool is geared toward both healthcare professionals as well as those at risk.

Since 2012:

36,168 individuals attended Harbor House trainings and presentations

4,868 people have downloaded the R3 App effecting screening practices of hospitals and across the globe.

1,607 First Responders were trained to Recognize, Respond and Refer.

797 Physicians were trained to screen for domestic abuse.

2,673 youth were trained to safely intervene when they see abuse and bullying happen.

The R3 App was a winner in the “Ending Violence @ Home Global App Challenge” and was recognized in the New England Journal of Medicine.

Population Served
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Program success is monitored by pre and post test evaluations and facilitator evaluations.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
The Orlando Sentinel published an article highlighting the success of our business education initiative. The article (published on 9/19/12) stated: "A program aimed at bringing awareness and an eventual end to domestic violence is showing success in one Orange County Community. The privately funded program is aimed at spreading awareness about the dynamics of domestic violence in the community through training based on the R3 method-recognize, respond and refer-to help victims of domestic violence."
Description

On December 6 2012, The Paws for Peace Kennel opened and welcomed its first pet, a guinea pig, just two days later. Since then 49 dogs, 15 cats, one bird, one guinea pig and one turtle have been residents of the kennel, allowing 43 families to seek safe shelter without having to leave their family pet behind.

Population Served General/Unspecified
Description

Harbor House opened the doors of the Donation Center on December 6, 2012. A multipurpose facility, the center allows Harbor House to bring in large quantities of donations such as cleaning supplies and paper products that are used to run one of the largest domestic abuse programs in the US. Since its opening, $704,166 worth of goods have been donated and invested in our mission.

Population Served Victims
Comments
CEO Comments N/A
Board Chair
Board Chair Audra Hollifield
Company Affiliation Orlando Magic
Term July 2015 to June 2016
Board Co-Chair
Board Co-Chair Anthony Cordoza
Company Affiliation Bank of America
Term Start July 2015 June 2016
Board
Board Members
NameCompany AffiliationsStatusCertificate*
Angel Buchanan Wells FargoVoting
Sheila Bystrak Winnie Palmer Hospital for Women & BabiesVoting
Toni Caracciolo SeaWorld Parks & EntertainmentVoting
Tony Cardoza Bank of AmericaVoting
Mario Castro Cisco Systems, Inc.Voting
Earl Crittenden Jr.Gray RobinsonVoting
Linda Ewing Massey Services, Inc.Voting
Laura Genette WKMG - Local 6Voting
Betsy Hill
Audra Hollifield Orlando MagicVoting
Michelle Latham State Attorneys OfficeVotingNo
Margaret Lezcano Community VolunteerVoting
Barbara Lezcano Morgan StanleyVoting
Verbelee Nielson-Swanson Florida HospitalVoting
Beverly Paulk Community VolunteerVoting
Alexis Pugh
Ruffin Rhodes AIARhodes + Brito Architects IncVoting
Pilar Riley WonderWorks AttractionsVoting
Ron Sachs Community VolunteerVoting
Lincoln Salmon Salmon Agency, Inc.Voting
Jill Schwartz Jill S. Schwartz & Associates, P.A.Voting
Nina Yon United Methodist Volunteer in MissionVoting
Janet Ziomek Connextions, Inc.Voting
*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 1
Caucasian 15
Hispanic/Latino 4
Native American/American Indian 0
Other 0
Other (if specified) 1
Policies
Written Board Selection Criteria Yes
Written Conflict of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 17%
Constituency Includes Client Representation Yes
Standing Committees
Standing Committees
Committee Name
Executive
Finance
Strategic Planning / Strategic Direction
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Board Development / Board Orientation
Operations
Additional Board/s Members and Affiliations
Advisory Board
NameCompany Affiliation
Dick Batchelor Dick Batchelor Management Group
Glen Casel Community Based Care of Seminole
Brigitte Dagot Honorary Consul, France
Anthony Davis No Limit Ministries
Johnny Duncan Duncan Consulting, Inc
Michael Freeman UCF Wellness & Health Services
Dr. Jan Garavaglia District 9 Medical Examiner's Office
Catherine Jackson Community Volunteer
Dr. Jana Jasinski UCF Associate Professor of Sociology
Jodie Kalmus Darden Restaurants
Richard Lapchick University of Central Florida DeVos Sports Management Program
Lt. Bruce McMullen Orange County Sheriff's Office
Joyce Pastorek No Abuse Inc
Trish Price Florida Hospital
Laurent Prosper Honorary Consul, Haiti
Dr. Kevin Sherin State of Florida Department of Health
Bob Smedley Orange County Corrections/Probation
Laura Williams
Comments
CEO Comments N/A
CEO/Executive Director
CEO/Executive Director Ellen Siler
Term Start Mar 2016
Email esiler@harborhousefl.com
Experience

Currently undergoing a National search for new CEO 

Interim CEO is Ellen Siler:
 
Ellen has run domestic violence centers for over 20 years and has worked in the non-profit sector her entire life, starting with two years in the Peace Corps. She has been CEO of Hubbard House since January of 1998. She has a B.B.A. from the University of North Florida. 
 
 
CEO Salary Range $125,001 - $150,000
Staff
Number of Full Time Staff 50
Number of Part Time Staff 14
Number of Volunteers 1955
Number of Contract Staff 1
Staff Retention Rate 72%
Senior Staff
Title Director of Development
Experience/Biography
Title Chief Operating Officer
Experience/Biography
Plans
Organization has Fundraising Plan? No
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 4
Date Strategic Plan Adopted Jan 2011
Management Succession Plan Yes
Organization Policies And Procedures Yes
Other
Collaborations
Harbor House has 14 co-located outreach offices partnered with Orange County Sherriff Office (OCSO), Orlando Police Department (OPD), Apopka Police Department, 33rd Street Jail, Department of Children and Families (DCF), Community Food & Outreach, Pine Hills Community Center, Orange County Schools in Bithlo, FL and Orange County Courthouse.
Harbor House partners with several local community organizations on a regular on-going basis including Help Now, SafeHouse, The Salvation Army, Coalition for the Homeless, Second Harvest Food Bank, Children's Home Services, Homeless Services Network (HSN) in eliminating domestic abuse.
Harbor House is an Allstate grantee which provides survivors of domestic abuse an opportunity to learn and apply Economic Empowerment through a 12 week course. Survivors receive a certificate of completion.
Harbor House community education coordinator travels throughout Orange County training at least 100 Orange county Department of Corrections officers a year on a customized domestic abuse training created by Harbor House called R3 (Recognize,Respond,Refer)
Three full-time Prevention employees are members of the Orange County Domestic Violence Task force and chair the education and events committee.
Through the support and collaboration with University of Central Florida (UCF) Harbor House provides training and development services to college staff and students that attend UCF through the Project Harmony initiative.
Awards
AwardAwarding OrganizationYear
Champions for Children AwardCentral Florida Association of Fundraising Professionals2011
Ending Violence @ Home App ChallengeAvon Foundation & Institute of Medicine2012
Liberty BellOrange County Bar Association2016
CEO Comments N/A
State Registration Yes
Fiscal Year
Fiscal Year Start July 01, 2015
Fiscal Year End June 30, 2016
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
$975,000$0$346,072
Government Contributions$2,720,601$2,333,821$2,197,126
Federal$0$0$1,305,521
State$0$0$456,520
Local$0$0$432,635
Unspecified$2,720,601$2,333,821$2,450
Individual Contributions$8,850,824$1,105,741$605,812
$0$0$0
$0$0$0
Investment Income, Net of Losses$1,749$4,628$1,760
Membership Dues$0$0$0
Special Events$83,782$68,209$125,275
Revenue In-Kind$447,983$387,445$520,696
Other$49,406$26,650$36,554
Expense Allocations
Fiscal Year201520142013
Program Expense$3,329,946$3,283,119$2,850,402
Administration Expense$477,300$271,728$221,179
Fundraising Expense$382,073$221,609$188,117
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.221.041.15
Program Expense/Total Expenses79%87%87%
Fundraising Expense/Contributed Revenue3%6%6%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$8,117,925$7,203,526$6,990,267
Current Assets$3,485,195$2,812,457$2,478,746
Long-Term Liabilities$0$0$0
Current Liabilities$196,801$222,428$159,206
Total Net Assets$7,921,124$6,981,098$6,831,061
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountGovernment $2,720,601Government $2,333,821Federal Government $1,305,521
Second Highest Funding Source & Dollar AmountFoundations and Corporations $975,000Individuals $1,105,741Individuals $605,812
Third Highest Funding Source & Dollar AmountIndividuals $850,824In-Kind $387,445Inkind Revenue $520,696
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities17.7112.6415.57
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets0%0%0%
Capital Campaign
Currently in a Capital Campaign? Yes
Campaign Goal 7600000
Capital Campaign Dates Feb 2013 - Dec 2016
Capital Campaign Raised-to-Date $4,900,000.00 as of Apr 2016
Capital Campaign Anticipated in Next 5 Years? No
Comments
CEO Comments N/A
Foundation Comments
Financial figures taken from 990.  990 and audit are reconciled.
The in-kind contribution revenue includes non-cash contributions and donated services and use of facilities as reported on the IRS Form 990. Donated services and facilities are not included in total revenue. Endowment fund is held at the Central Florida Foundation.
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.