Orlando Community & Youth Trust, Inc.
595 N Primrose Dr
Orlando FL 32803
Contact Information
Address 595 N Primrose Dr
Orlando, FL 32803
Phone (407) 246-4320
Fax (407) 246-4038
Email Brenda.March@cityoforlando.net
Web and Social Media
Video
Mission
Mission The Orlando Community and Youth Trust Inc. (OCYT) engages philanthropic and grant support to enhance the City of Orlando's families, parks, and recreation programs and facilities. OCYT funds are invested in after school, academic, arts and athletic programs serving Orlando's children, especially those who reside in disadvantaged neighborhoods, and programs that support the environment, including the acquisition, development and improvement of public park land and the planting and protection of trees.
Leadership
CEO/Executive Director Ms. Brenda March
Board Chair Ms. Lisa C. Early
Board Chair Company Affiliation City of Orlando
History
IRS Ruling Year 1996
Financial Summary
 
 
Projected Revenue $688,273.00
Projected Expenses $589,780.00
Statements
Mission The Orlando Community and Youth Trust Inc. (OCYT) engages philanthropic and grant support to enhance the City of Orlando's families, parks, and recreation programs and facilities. OCYT funds are invested in after school, academic, arts and athletic programs serving Orlando's children, especially those who reside in disadvantaged neighborhoods, and programs that support the environment, including the acquisition, development and improvement of public park land and the planting and protection of trees.
Impact

Top goals for FY 2012-13:

Continue to effectively raise funds to support the mission of the organization, including enhancing fundraising revenues through existing and new events and successfully landing grants through focused grant writing efforts.

Carry out a one day Board strategic planning retreat and update the organization’s strategic plan.

Explore the implications of transitioning the organization from one that has not traditionally employed staff to one that does. Determine the legal, human resources, tax, and other implications of such a transition, decide whether to move forward with the transition and, if so, implement changes in the organization’s structure accordingly.

Update the organization’s website and engage in successful marketing to raise visibility of the organization and facilitate on-line donations.

Independent Research has been conducted on this organization's theory of change or program effectiveness? Yes
Needs
  1. Grant and donor funding of approximately $400,000 to support the enhancment of Orlando's public park and recreation programs and facilities.
  2. Gifts in-kind that can be distributed to needy children and families in Orlando, including school supplies, furnishings, clothing, canned foods, event/venue tickets, and baby items.
  3. Corporate partners willing to employ City youth at their worksites.
Background
The Orlando Community and Youth Trust, Inc. was created in 1994 to raise and administer private funding in support of the mission of the City of Orlando Department of Families, Parks, and Recreation.  That mission is "to enhance the quality of life of youth, families and senior citizens living in the City of Orlando." To achieve its mission, the Department operates a wide range of public programs and facilities, including afterschool and summer camps for children, 18 community centers, a pottery studio, 2 senior centers, an environmental center, 11 community pools, learn-to-swim and adult fitness programs, over 100 public parks including Lake Eola Park and Bill Frederick Park at Turkey Lake, tree planting and neighborhood green-up programs, public ball fields, tennis and basketball courts, youth athletic programs, and the City's Parramore Kidz Zone program.
 
City staff provide their services to the Trust pro bono, thereby reducing the Trust's staffing and administrative costs to nearly zero.  This allows the Trust to direct virtually all revenues to the enhancement of the public's families, parks and recreation programs and facilities.
NTEE Information
Primary Organization Type Youth Development
Primary Organization SubType Youth Development Programs
Secondary Organization Type Environment
Secondary Organiztion SubType Botanical, Horticultural & Landscape Services
Tertiary Organization Type Recreation & Sports
Tertiary Organization SubType Community Recreational Centers
Areas Served
Geographic Areas Served
FL - Orange
The primary geographic area served is the City of Orlando and its residents.
Programs
Description Parramore Kidz Zone aims to "move the needle" on juvenile crime, teen pregnancy and educational achievement in Orlando’s highest poverty neighborhood. PKZ engages Parramore’s children in programs that support success, such as pre-k education, youth employment, mentoring and tutoring. The programs are offered by a coalition of non-profit, government, faith, business and civic organizations. By the end of FY10-113,074 children had been enrolled in PKZ, with 1,206 actively participating in programs that year, including 532 who participated in after-school, tutoring, and summer camps; 281 in health and fitness programs; 246 in teen programs; 194 in pre-kindergarten programs; and 140 who received jobs or emergency economic assistance via PKZ. The project has contributed to an 82% decline in juvenile arrest among Parramore youth since 2006, as well as across-the-board improvements in State educational test scores (FCAT)  for Parramore elementary, middle and high school students.
Population Served 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.
Short term success is determined by the number of children enrolled in PKZ programs, including pre-kindergarten education, mentoring, tutoring, after school activities, youth employment and college access programs, health care, and programs that support family economic stability.
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 goal is to "move the needle" on child well-being in a severely disadvantaged neighborhood where 73% of children live below the Federal poverty line.  The result will be substantial and sustained reductions in the neighborhood's juvenile crime, teen pregnancy, and high school drop out rates.  Ultimately, a "critical mass" of children residing in the "Zone" will transition to well-educated, healthy, successful adulthood.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
The program is being evaluated by an external evaluator, the Health Council of East Central Florida.  Evaluators have conducted a baseline household survey of 100 randomly selected households in Parramore, and will repeat the survey at 5 year intervals to determine if families report a change in conditions.  In addition, data on children's educational performance, juvenile crime and teen pregnancy rates for neighborhood children is reported annually to track trends.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. More than 2,300 children - virtually all Parramore children - are enrolled in PKZ.  1,569 have participated in after-school, tutoring, and summer camps; 918 in sports programs; 616 in teen programs; 407 in pre-kindergarten programs; and 240 received jobs or emergency economic assistance via PKZ. The project has contributed to an 80% decline in juvenile arrest among Parramore youth since 2006, as well as a reduction in the neighborhood’s teen birth rates, and across-the-board improvements in State educational test scores for Parramore elementary, middle and high school students.
Description

The City’s Recreation Division offers safe, affordable after school programs and summer camps for over 2,000 children each year at 15 recreation centers. The programs include a diverse array of activities, such as homework time, computer lab, arts and crafts, and fitness.  In addition, approximately 200,000 people benefit from the City’s athletics programs and facilities, including youth football, basketball and baseball leagues and more than 100 ballfields, pools, basketball courts, gymnasiums, fitness centers, and tennis courts.  The Recreation Division also operates two senior centers that feature a wide range of programming. The Trust supports these programs and facilities by paying for supplies, equipment, special programs and scholarships. 

Population Served Children and Youth (0 - 19 years)
Elderly and/or Disabled
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.
As a result of participation in these programs, City residents enjoy the benefits of active living and community engagement, leading to improved health and mental health.  In addition, the City's after school and summer programs for children provide parents with safe and affordable places to leave their children while they are at work, improving child safety and family economic well-being.  Finally, after school tutoring, computer access, learn-to-swim programs, athletic training, and other services offered by the Recreation Division support the development of a wide range of skills in City children that will help them be successful in life.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
The Recreation Division carefully tracks utilization of each of its programs via its CLASS data system.  Numbers of users are monitored daily, weekly, monthly and annually to inform decision-making regarding allocation of resources.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Over 2,000 children attended the City's after school programs and summer camps in 2009 and some 200,000 people utilized the City’s athletics programs and facilities.

Description The City’s Parks Division manages all public playgrounds and the entire City street tree canopy, as well as 113 parks, including Lake Eola Park. The Trust engages private donors to purchase trees; build, renovate and maintain parks and playgrounds; and even help renovate the iconic Lake Eola Fountain. The Trust also supports the Orlando Wetlands Festival at the Wetlands Park every year. At this beautiful natural park, with 20 miles of scenic trails, the Festival offers free, interactive activities to the public, including guided birding hikes, animal catch and release demos, live wild animals, and tree giveaways. Also, the Trust has partnered with KaBOOM! to engage community volunteers in the complete renovation – in a single day – of City playgrounds, such as the one at the John H. Jackson Community Center.  The Trust plays a key role in meeting the criteria needed for the City of Orlando to qualify as a Playful City USA.  This designation emphasizes the City's commitment to providing safe places for children and residents to play.  Members of the Trust Board of Directors also serve as the Play Board for the City of Orlando.
Population Served General/Unspecified
Adults
Board Chair
Board Chair Ms. Lisa C. Early
Company Affiliation City of Orlando
Term Jan 2006 to Jan 2020
Board Co-Chair
Board Co-Chair Mr. Rodney I. Williams
Company Affiliation City of Orlando
Term Start Feb 2005 Jan 2020
Board
Board Members
NameCompany AffiliationsStatusCertificate*
Mr. Chirag Bhavsar CNL BankVoting
Ms. Marcia Bowen City of Orlando - Recreation DepartmentVoting
Ms. Lisa C. Early City of OrlandoVoting
Ms. Yvette Hart-Metzger Celestial's Legacy CorporationVoting
Ms. Renee Jackson City of Orlando FPR Fiscal ManagerVoting
Mr. Michael Lawrence Office of CommunicationsVoting
Mrs. Kim N. V. Le Orlando HealthVoting
Ms. Jae Nale Orange CountyVoting
Mr. Rodney Williams City of OrlandoVoting
*This individual has been awarded a Certificate in Orientation to Board Service by the Rollins College Philanthropy & Nonprofit Leadership Center http://pnlc.rollins.edu, the Central Florida Partnership www.centralfloridapartnership.org, and the Central Florida Foundation www.cffound.org.
Board Term Lengths 2
Board Term Limits 0
Board Ethnicity
Asian American/Pacific Islander 2
Caucasian 4
Hispanic/Latino 1
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 33%
Percentage of In-Kind Contributions 5%
Constituency Includes Client Representation Yes
Standing Committees
Standing Committees
Committee Name
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Board Governance
CEO/Executive Director
CEO/Executive Director Ms. Brenda March
Term Start Jan 2005
Email brenda.march@cityoforlando.net
Experience Ms. March serves as the Children & Education Program Manager for the Families, Parks & Recreation Department, was born and raised in Orlando and brings over 20 years of experience to the Trust, especially in the areas of program management, community organizing, and public relations. Ms. March has developed and led a lengthy list of programs during her 16 years of employment with the City of Orlando, including the Mayor’s Matching Grants program, Citizen Corps, and Neighborhood and Community Plans, and has also been appointed by the Mayor to facilitate numerous task forces, committees and community relation initiatives to inform and engage Orlando citizens in municipal government.
CEO Salary Range $0 - $50,000
Staff
Number of Full Time Staff 0
Number of Part Time Staff 0
Number of Volunteers 5
Number of Contract Staff 0
Other
Collaborations

 The Orlando Community and Youth Trust, Inc. collaborates with a wide range of organizations including but not limited to: New Image Youth Center, Inc., Simeon Resource and Development Center for Men, Inc., Orange County Healthy Start Coalition, Arnold Palmer Hospital for Children, Bridge to Independence, Inc., Heart of Florida United Way, Health Council of East Central Florida, Florida Department of Agriculture, Division of Forestry for the State of Florida, St. Johns River Water Management District, and Department of Environmental Protection.

 

 

Awards
AwardAwarding OrganizationYear
Children's Initiative DesignationState of Florida2009
Playful City, USAKaBOOM!2012
Tree City USAArbor Day Foundation2012
All-American City Award (Finalist)National Civic League2012
City Spirit AwardFlorida League of Cities2008
CEO Comments
The Orlando Community and Youth Trust has no full time paid staff.  Instead, it relies upon part-time in-kind management, operational and technical staff provided by City of Orlando Families, Parks and Recreation Department employees. The OCY&T is in the process of hiring a consultant to complete our Strategic Plan. The goal is to have it completely finished and published no later than October 1, 2013. 
State Registration Yes
Fiscal Year
Fiscal Year Start Oct 01, 2012
Fiscal Year End Sept 30, 2013
Documents
Form 990s
YearDocument
2012990
2011990
2010990
2009990
2008990
2007990
2006990
Audit Documents
YearDocument
2012Audit
2011Audit
2011Management Letter
2011Board Letter
2010Audit
2009Audit
2008Audit
2007Audit
IRS Letter of Determination
IRS Designation Letter
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 Year201220112010
Foundation and
Corporation Contributions
$509,838$0$0
Government Contributions$30,263$0$0
Federal$0$0$0
State$0$0$0
Local$30,263$0$0
Unspecified$0$0$0
Individual Contributions$39,667$377,520$403,510
$0$2,572$0
$6,704$6,864$0
Investment Income, Net of Losses$0$64$80
Membership Dues$0$0$0
Special Events$15,190$14,250$22,022
Revenue In-Kind$8,789$0$0
Other$0$0$0
Expense Allocations
Fiscal Year201220112010
Program Expense$641,552$429,330$494,811
Administration Expense$12,040$13,886$36,117
Fundraising Expense$0$0$1,861
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses0.930.910.80
Program Expense/Total Expenses98%97%93%
Fundraising Expense/Contributed Revenue0%0%0%
Assets and Liabilities
Fiscal Year201220112010
Total Assets$324,625$368,188$413,734
Current Assets$318,208$358,188$413,734
Long-Term Liabilities$0$0$0
Current Liabilities$4,099$0$3,600
Total Net Assets$320,526$368,188$410,134
Top Funding Sources
Fiscal Year201220112010
Top Funding Source & Dollar AmountFoundations and Corporations $509,838Individuals, Foundations, Corporations $377,520Individuals, Foundations, Corporations $403,510
Second Highest Funding Source & Dollar AmountIndividuals $39,667Special Events $14,250Special Events $22,022
Third Highest Funding Source & Dollar AmountLocal Government $30,263Earned Revenue $6,864Investment $80
Solvency
Short Term Solvency
Fiscal Year201220112010
Current Ratio: Current Assets/Current Liabilities77.63--114.93
Long Term Solvency
Fiscal Year201220112010
Long-Term Liabilities/Total Assets0%0%0%
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? No
Comments
CEO Comments
Foundation Comments
Financial figures taken from IRS Form 990s. 
2011, 2010: Contributions from foundations and corporations are included in total for individuals, as they were not separated on the IRS form 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.

Related Information

Parramore Kidz Zone

Parramore Kidz Zone is a nationally recognized program operating in Orlando's highest poverty neighborhood. The program is designed to reduce high school drop-out rates, juvenile crime, and teen pregnancy. Independent evaluations show it has been effective at achieving these goals. The initiative is implemented by a coalition of nonprofit and faith-based groups, government agencies, and neighborhood residents, with leadership provided by the City's Mayor.