The Salvation Army of Sarasota County
1400 Tenth Street
Sarasota FL 34236
The Salvation Army, an international movement, is an evangelical part of the universal Christian church.  Its message is based on the Bible.  Its ministry is motivated by the love of God.  Its mission is to preach the gospel of Jesus Christ and to meet human need in His name without discrimination.
CEO/Executive Director Major Charles Whiten
Board Chair Mr. Neil Scott
Board Chair Affiliation Attorney
General Info
Tax Exempt Status Public Supported Charity
Incorporation Year 1955
Awarded competitive grant from Community Foundation in the last 5 years? Yes
State Charitable Solicitations Permit Exempt 0
State Registration 0
Financial Summary
IRS Letter of Determination
IRS Determination LetterView
Impact Statement
Each day of the year The Salvation Army meets basic human needs by providing food, shelter and emergency financial assistance to those in need.  We are working to end the cycle of homelessness by providing homeless individuals and families with a safe environment, programs that address barriers to self-sufficiency and services that promote self-reliance and independence.  One of the primary efforts of The Salvation Army is to move those who are experiencing homelessness to housing.
Needs Statement
The Salvation Army is a religious and social service organization dedicated to the never-ending battle of helping those in need.  We have a long history of successful programs where clients that desire to undergo a life change can participate in programs that allow them to make these needed changes. Our programs are designed to meet physical, emotional and spiritual needs of the men, women and children who have nowhere else to turn. 
Our biggest needs are related to funding of our primary programs that include but are not limited to the following:
  • Daily Feeding program for breakfast, lunch and dinner
  • Emergency Financial Assistance - homeless prevention
  • Emergency Shelter for men, women and families
  • Drug and Alcohol Rehabilitation programs
  • QLife - Quality Life by Choice
Background Statement
The Salvation Army, founded in 1865 in London, England has a rich history of providing help to those across the world who are less fortunate.  With its services of compassion, the Army found its way to Sarasota County in 1927.  Since that time, an array of programs have been offered to residents who have found themselves in unfortunate circumstances, those who have either been forgotten by or left out of mainstream society.  The Salvation Army adjust programs based on national best practices and the community interest.
Areas Served
Areas Served
FL- Sarasota
Areas Served Comments
For emergency financial assistance programs, we serve all of Sarasota County.  For all other programs we focus on Sarasota County north of Blackburn Point Road
Service Categories
Primary Org Type Human Services
Secondary Org Type Religion- Related
Tertiary Org Type
Statement from the Board Chair/Board President
The Salvation Army has provided life-changing programs and services in Sarasota since 1927 and will continue doing so as long as the need exists.  I have volunteered with and given money to the Army for many years, because I believe very strongly in the good work it does. A member of the Advisory Board since 2003,  I see the positive impact the Army makes in changing lives and I am blessed to be a part of it.
The Salvation Army is ready, willing and able to help those who wish to get their lives back on track.  It also recognizes that an adult in crisis often means children in crisis.  Instead of helping only the adult, the Army works to help the children, which seeks to break the often multi-generational cycle of poverty or addiction.
The Salvation Army has addressed the challenges of homelessness in Sarasota for many years. The Salvation Army continues to re-evaluate our response.  To be more effective, we believe our efforts must move from meeting basic needs of stabilizing our homeless neighbors with shelter time to providing access to affordable housing.  Access to supportive services, continued counseling, programs and financial support are also critical components of our efforts.
Statement from the CEO/Executive Director
The Salvation Army in Sarasota continues with the promise of "Doing The Most Good." The Salvation Army has aggressively sought to simplify the vision and program services to more effectively engage public participation in our efforts to fulfill that promise.  Specifically, The Salvation Army has aligned all programs under three priorities; 
  • QLife - is our effort to increase the quality of life of individuals through behavioral choice models.  The simple goal is to move persons from homelessness to housing by extending strengths and choices which in turn reduces the cost to society and the risk to the individual. QLife, in it's second year, is proving effective in reducing the days and thus the years of homelessness.
  • Pathway of Hope: 2 Generations Quality of Life - is our effort to serve both generations of families that are homeless or at risk of being homeless. By focusing on the social momentum of the parents and the social mobility of the children, The Salvation Army is able to assist families to break free from the traps of generational poverty. A concentrated effort, the Pathway of Hope focuses on increasing the income of the parents and the education achievement of the children. This program is an extension of The Salvation Army's youth and family work experience from the last 150 years. 
  • Life Recovery - are those programs that assist persons whose lives have become unmanageable to gain control once again of their future. Life Recovery starts within the county jail pods where Salvation Army curriculum is used to bring forth knowledge and allow a choice for change. Life Recovery includes the ten week programs at the Center of Hope that brings forth new disciplines through community interactions.  Life Recovery also assists with enhancing employment, sustaining housing and creating stable social networks. 
The Salvation Army Sarasota Area Command is focused on Mission-Vision-Strategy-Execution-Leaning.  Our service is reflective of the compassion and expectations of the community.  Reflecting the quality of community in the lives of Others allows an increase in the quality of life for All.  
Major Ethan Frizzell
Area Commander 
Emergency shelter services are available to anyone in need regardless of race, creed, age or gender. We have more than 200 beds. For those in need of temporary shelter are provided a safe, secure environment along with nutritional meals throughout their stay. 
Budget $1,401,755
Category Housing, General/Other Emergency Shelter
Program Linked to Organizational Strategy Yes
Population Served Homeless Poor,Economically Disadvantaged,Indigent Poor,Economically Disadvantaged,Indigent
Short Term Success
A client entering The Salvation Army is provided shelter and case management.  Through our QLife - Quality of Life choice model, clients can be provided 28 days of shelter.  (3 days of comfort, 4 days to meet with case worker to develop a plan - PATH/Plan of Action To Housing and 21 days to work on this plan). If clients do not wish to make changes in their situation or meet with case workers, the daily fee for their food and shelter is 30% of their declared income.   Through case management at the entry level, there are options to move to various programs, including Street Teams - a work readiness program, to CRP(Community Recovery Program) - a drug and alcohol rehab program or transitional living programs. If clients decide to enter one of our life changing programs, there is no fee. 
Long Term Success
In most cases, homelessness is a temporary situation.  For clients entering the shelter, we must first assist them as they move past the immediate crisis stage that brought them to The Salvation Army. Then to the goal of self-sufficiency and ultimately to successful independent living.  They first establish a plan of action to stabilize the situation, seek solutions for immediate needs and then long term goals.
Program Success Monitoring
We track client services in HMIS (Homeless Management Information System) which is the required software of HUD.  We also use a 90 day cycle to test policy and procedure changes in an effort to improve efficiency and effectiveness.  
Program Success Examples

"Nancy" is a 73 year-old homeless woman and stroke survivor who came to us in August of 2016. she was reluctant to receive any help beyond staying in the shelter for 30% of her income. In December, we learned while on the street, she had been robbed of her bank card, Medicaid card and her accounts were depleted. Anything of value was stolen. Upon her return to the The Salvation Army, she changed her mind and started to accept assistance for help and wanted to get off the street. Nancy's Case Manager helped her navigate through the process. Throughout working with her Case Manager, Nancy reached a point where she was willing to consider a new option: placement into an Assisted Living Facility (ALF).  

Nancy's Case Manager took her to visit the ALF and she is exuberant at the idea of living there. Success is found in the fact that Nancy is off the street and safe from being targeted.

Our Social Services serve as the Homeless Prevention program of The Salvation Army.   Struggling families and individuals are pre-screened through United Way for eligibility for assistance with rental/mortgage assistance, utilities assistance and clothing assistance.  Case managers meet with clients to verify financial status and documentation of needs.  Clients must be Sarasota County residents in order to request assistance and must be at or below 150% of the national proverty level.
Budget $1,868,439
Category Human Services, General/Other Temporary Financial Aid
Program Linked to Organizational Strategy Yes
Population Served General/Unspecified Other Economic Level
Short Term Success
Short term success means we were able to avert a family/individual from entering the homeless cycle since we were able to provide emergency financial assistance. 
Long Term Success
Long-term success for clients receiving assistance is achieved when the clients are checked 90 days after receiving assistance and they are still in residence - they did not become homeless.
Program Success Monitoring
All services are tracked through HMIS(Homeless Management Information System).  When rental/mortgage/utility assistance has been provided, we check 90 days later to verify if they were able to maintain their residence and have not become homeless. 
Program Success Examples In December of 2016, "Charles" a disabled man came to The Salvation Army. Charles disclosed that after several years of being homeless, he was granted access to Section 8 housing.He did not have enough money for an electricity deposit. His only income was Social Security. While Charles worked with a case manager on a case plan, they successfully secured Season of Sharing funds and used the funding to have the electric turned on in his new apartment. Charles was able to move into his apartment right away because of the assistance! This is an example of a tremendous success story in which a homeless, disabled man is now sustainably housed. It is through community collaboration and the help and support of multiple agencies that make this and other success stories possible. Charles reached a successful outcome through help from Sarasota Housing Authority, The Salvation Army, United Way and Community Foundation/Season of Sharing.



Family Resident Services - formerly called FAITH(Families In Transitional Housing) program is a temporary housing program for homeless families with children.  Twelve furnished apartments are offered on the Center of Hope campus.  Families pay a maximum of 30% of their income; utilities are provided free and families may stay up to 6 months or until they are able to secure housing.  
Family Resident Services is a structured program where residents have an opportunity to gain employment, save their money, repay their debts, learn and practice money management.  This is coupled with intensive case management and basic life skills training.  This program helps fill in the gaps of life skills that residents have missed.  When residents leave the program, they are better equipped for success.  Personal responsibility and accountability are emphasized throughout this program.  Families move from homelessness to self-sufficiency. 
Budget $504,506
Category Housing, General/Other Transitional Housing
Program Linked to Organizational Strategy Yes
Population Served Homeless Families
Short Term Success
Short term success is  when the parent is working full-time, has established a savings account, is attending life skills classes, is completing required steps to seek housing options.
Long Term Success
Long term success is achieved when program residents go from homelessness to self-sufficiency.  In this case, self-sufficiency is achieved when the participant has completed life skills training and has moved to independent living.  With required savings benchmarks throughout the program, participants can achieve savings that represents first, last deposits as well as utility deposits.   
Program Success Monitoring
This is an intensive case managed program with one director and two case managers for 12 families.  Weekly paperwork, scheduled and unscheduled meetings with case manager to ensure appropriate spending and budgeting for self-sufficiency goals.   
Program Success Examples

Single mom with two young boys under the age of 4, came to Family Resident Services(FRS) in August 2016. She was a Sarasota County resident that needed inpatient drug and alcohol treatment where she could have her boys with her. She completed a drug and alcohol program in Miami FL and came back to Sarasota not having permanent housing. Mom has a significant criminal history and two evictions on her record. While in FRS, mom has been able to obtain and maintain employment. She has secured preschool for the boys. She has completed phase one of the Financial Stability Initiative where she was able to learn practical financial skills to rebuild credit, open checking account and work on her monthly budgeting skills. She has recently obtained a lease to move into her own apartment in March. She has also been approved to join TSA Sustainability Group where she will continue to receive case management services and a stipend towards her rent while she works on increasing her income.

We provide two drug and alcohol rehabilitation programs. CRP and VIP-ER are both ten week residential programs based on the AA 12-step model.
The VIP-ER (Voluntary Interim Placement -Enhanced Recovery) is a collaborative effort with several local agencies; the program is geared for those seeking treatment for drug and alcohol addictions.  The VIP-ER program case management philosophy is based on teaching people to become more independent, gain self-esteem and give them a sense of what they are capable of achieving.  The treatment plan is person specific, based on individual goals.  Based on the AA - 12 Step model, we work with each client to help them learn to live a "clean and sober" lifestyle. 
CRP (Community Recovery Program) recovery tract addresses the elements of faith and spirituality that clinical programs overlook. We stress making the right choices to break the cycle of addiction in this holistic recovery experience.  "With God, all things are possible!" 
Budget $1,437,655
Category Human Services, General/Other Services for the Homeless
Program Linked to Organizational Strategy Yes
Population Served Alcohol, Drug, Substance Abusers Alcohol, Drug, Substance Abusers Alcohol, Drug, Substance Abusers
Short Term Success
Participants must be alcohol and drug free when entering the program and remain that way or they will be dismissed from the program.  This residential program while 10 weeks, may require several weeks to several months before they actually enter the program and then have up to 2 months to transition out once they have graduated from the program.   During that time, case managers meet individuals on a regular basis to evaluate their progress. In addition, every other week case managers and counselors meet to discuss each individual client's progress and make recommendations to help ensure success.
Long Term Success
Long term success is evaluated on how long someone stays "clean and sober" following a residential rehabilitation program.  National standard average 10-15% at one year's time - which is alarmingly small.  The VIP-ER program averages 60% at the end of one year.
Program Success Monitoring
All information is tracked through the HMIS(Homeless Management Informaton System) the required software program of HUD.  Contracts are reviewed by outside funders to ensure program integrity.
Program Success Examples
The stories go on and more heartbreaking than the next.....yet one more miraculous than the next.  Call us for the most recent stories. 
The Center of Hope provides breakfast, lunch and dinner 365 days a year.  With an average of 600-700 meals a day, we are utilizing donated food to provide healthy, nutritious meals to more than 3,092 unique clients each year. For fiscal 2016 we served 190,524meals.
Budget $2,637,189
Category Food, Agriculture & Nutrition, General/Other Food
Program Linked to Organizational Strategy Yes
Population Served Homeless Alcohol, Drug, Substance Abusers Families
Short Term Success
The short-term success of this program is judged based on the fact that we are able to provide three meals a day, 365 days a year, approximately 600-700 meals per day for those that need assistance. 
Long Term Success
There is no long-term success for a daily feeding program.  Since humans need 2-3 meals a day, they will be hungry every day. We measure our success based on the fact that a person receives a meal and is no longer hungry for that meal period.  We judge that the program is successful because we continue to have $1.5M of in-kind food donations and 300+ volunteers each year.
Program Success Monitoring
Actual number of meals and clients provided on a daily basis is provided through HMIS(Homeless Management Information System) - the approved software program required by HUD - US Housing and Urban Development.  In addition, we take client surveys periodically throughout the year.  Where possible, we implement the suggestions of the clients we serve. 
Program Success Examples

"Alex," a man in his early 20's, arrived at TSA upon release from jail, where he had been participating in the Recovery Pod program. Alex entered into our Community Recovery Program, looking to remain clean and sober. After being here several weeks, Alex learned that his girlfriend was pregnant. His first reaction was to leave the program in order to support her and the expected baby, a primary concern being food. The Managers devised a plan to support the mother and baby by granting access to the Food Pantry and receive Food boxes monthly or more as needed (the mother was working and receiving food stamps but it still was not enough). This unique arrangement was for the purpose of giving the family some stability and to allow Alex to get a foundation and the tools to stay clean and sober and eventually reach long-term success. Alex commenced the Recovery Program after Christmas and is doing well today. He stops in to say hello and thank you, and is expecting a healthy baby boy soon.

Program Comments by Organization
The biggest single challenge to successful outcomes for those who seek our assistance is the lack of safe, affordable housing. While we face the fact that people are financially struggling, their ability to move from homelessness to housing is limited by housing options available to them. (Housing barriers such as eviction history and felony records further complicate and limit options.)
The demands for our services continue and the cost of doing business continues to rise.  Despite  cost-cutting measures, we understand case management and extended time of services/assistance are critical components to successfully addressing issues of homelessness and generational poverty.  We seek to improve and enhance program services rather than eliminate programs. This is only possible because of the generosity of our community. 
CEO/Executive Director
CEO/Executive Director Major Charles Whiten
CEO Term Start June 2017
CEO/Executive Director Email
Major Charles Whiten is an ordained minister and Salvation Army officer since 1993.  Major Whiten comes to Sarasota following seven years of service in the Carolina's Divisional Headquarters in Charlotte, NC.  He has served in Rock Hill, SC, Princeton, WV, Baltimore and Annapolis, MD.  He has been responsible for emergency shelter operation and social services.  He has also participated in disaster recovery for Hurricane's  Hugo, Andrew and Katrina.  He holds a BA from Winthrop College.
Former CEOs/Executive Directors
Senior Staff
Mr. Greg Carlson Program Manager - Step Up
Ms. Jamil Collins Program Director Emergency Financial Assistance & Families
Ms. Debbie Davis Finance Manager
Mr. Don Davis Property Manager
Ms. Patricia Jaret Food Service Program Manager
Mr, Chris Johnson Director of Program Services
Ms. Amy E. Jones Planning Analyst
Mrs. Glenda Slack Leonard Development Director
Staff & Volunteer Statistics
Full Time Staff 65
Part Time Staff 3
Staff Retention Rate % 80
Professional Development Yes
Contractors 0
Volunteers 500
Management Reports to Board N/A
CEO/Executive Director Formal Evaluation Yes
Senior Management Formal Evaluation Yes
Non-Management Formal Evaluation Yes
We have formal written collaborations for our food service program, emergency financial assistance programs and our drug and alcohol rehabilitation programs.  In addition we have many informal relationships that help make our programs available in the community.
External Assessments and Accreditations
Risk Management Provisions
Risk Management Provisions
Government Licenses
Organization Licensed by the Government No
Fundraising Plan No
Communication Plan Yes
Strategic Plan Yes
Strategic Plan Years 2
Strategic Plan Adopted Aug 2017
Management Succession Plan No
Continuity of Operations Plan
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy No
Policies and Procedures Yes
Management Comments by Organization
Since The Salvation Army is an international organization, there are standardized operating procedures that each location adheres to.  An example, there is not a formal succession plan for CEO; the army, however, historically changes officers on a regular basis with assignments usually ranging from 3-7 years in any particular location.
Should there be an emergency preventing the Area Commander(CEO) from performing normal duties, The Salvation Army can temporarily assign an experienced Salvation Army officer to take over any or all duties to ensure proper oversight of the day to day operations. 
Other Documents
Other Document 2
Document Retention
Board Chair
Board Chair Mr. Neil Scott
Company Affiliation Attorney
Board Term Jan 2016 to Dec 2017
Board Chair Email
Board Members
Board Members
Ms. Marilyn C. Bezner Interior Designer
Dr. William Brian retired physician
Mr. Carl Clayton Real Estate Development
Ms. Elena S. Darden Retired
Mr. Floyd Dias Retired
Dr. L. Edgar Frush Retired Dental Surgeon
Dr. Kitty Galica Advanced Physical Therapy
Rabbi Jonathan Katz Community Volunteer
Mr. Frank H. Kovach Sarasota County School Board
Mr. Ronald W. Lewis Retired Real Estate Developer
Mr. Joseph Mallof Retired Businessman
Mr. Eddie Morton Morton's Gourmet Market
Mr. Ronald L. Rayevich Raymar Associates, Inc.
Dr. Richard C. Rehmeyer Physician
Dr. Parlane Reid SMH
Ms. Aida Robbins Boar's Head Provisions Co. Inc.
Mr. Nicolas Roberts SunTrust
Ms. Wendy Rose Sarasota County Sheriff's Office
Ms. Betty Schoenbaum Philanthropist
Mr. Neil W. Scott Attorney
Mr. Dan Smith Accountant
Mr. John Strickland Attorney
Mr. Paul K. Sutton Retired Sarasota Police Department
Mrs. Kathryn Greenberg Wilcox Community Volunteer
Mr. Brad Wilson Stifel Nicolaus and Company
Mr. Ernie Withers Mercedes-Benz of Sarasota
Col. US Army -Ret. Dale N. Woodling US Army - Retired
Constituency Includes Client Representation No
Board Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 26
Hispanic/Latino 0
Native American/American Indian 0
Other 0 1 Indian
Board Gender
Male 20
Female 7
Unspecified 0
Board Term Lengths 3
Board Term Limits 10
Board Orientation Yes
Number of Full Board Meetings Annually 9
Board Meeting Attendance % 69
Board Self-Evaluation Yes
Written Board Selection Criteria No
Board Conflict of Interest Policy Yes
% of Board Making Monetary Contributions 100
% of Board Making In-Kind Contributions
Standing Committees
Program / Program Planning
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Governance Comments by Organization
Please note, on a local basis we utilize an Advisory Board for local recommendation and supervision rather than a Board of Directors.  All Salvation Army's are structured this way. 
The Salvation Army is structured to raise funds on a local level for its programs and services.  No fundraising occurs on a statewide or national basis.  Each local unit is assessed 10% of its revenue to the supervising headquarters for their support services.  Please note these are fees for services - we receive a significant return on these fees.  We not only receive an economy of scale but the pricing and level of service could not be achieved by a single location.  These support and supervisory services provide continuity and stability to the organization as a whole and gives cohesion and direction to our local service programs .  Our supervising headquarters also provides certain necessary and adminstrative services.  This service fee provides both program and financial audits ensuring compliance in all areas, employee and legal services , as well as portfolio management.  The centralization of these services allows The Salvation Army to maintain one of the lowest rates of operating costs among nonprofits organizations. This enables a larger percentage of our local dollars to be applied to direct service delivery.
Fiscal Year Projections
Fiscal Year Start Month Oct
Fiscal Year Start Day 01
Fiscal Year Begins 2016
Fiscal Year End Month Sept
Fiscal Year End Day 30
Fiscal Year Ends 2017
Projected Revenue $12,167,827.00
Projected Expenses $11,978,660.00
Organization has Endowment No
Capital Campaign
Currently In a Capital Campaign No
Campaign Purpose
Campaign Goal
Campaign Dates 0 to 0
Amount Raised To Date 0 as of 0
IRS Form 990s
Historical Financial Review
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
Government Contributions$1,906,690$1,710,716$1,761,869
Individual Contributions$4,299,517$4,447,835$3,898,205
Investment Income, Net of Losses$36,342$19,608$9,809
Membership Dues$0$0$0
Special Events$109,388$81,368$38,593
Revenue In-Kind$3,015,262$3,250,472$2,789,470
Expense Allocation
Fiscal Year201620152014
Program Expense$9,017,488$8,871,570$7,906,217
Administration Expense$907,913$850,990$564,624
Fundraising Expense$362,379$348,523$291,237
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses0.960.971.00
Program Expense/Total Expenses88%88%90%
Fundraising Expense/Contributed Revenue6%5%5%
Assets and Liabilities
Fiscal Year201620152014
Total Assets$760,351$1,018,497$1,157,384
Current Assets$585,366$781,428$911,465
Long-Term Liabilities$0$0$0
Current Liabilities$391,258$262,317$113,820
Total Net Assets$369,093$756,180$1,043,564
Top Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountContributions, gifts, grants $4,299,517Contributions, gifts, grants $4,447,835Contributions, gifts, grants $3,898,205
Second Highest Funding Source & Dollar AmountIn-Kind Donations $3,015,262In-Kind Donations $3,250,472In-Kind Donations $2,789,470
Third Highest Funding Source & Dollar AmountGovernment Grants - Federal $1,144,904Government Grants - Federal $1,230,716Government Grants - Federal $1,294,750
CEO/Executive Director Compensation $0 - $50,000
Tax Credits No
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities1.502.988.01
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets0%0%0%
Financials Comments
Financial Comments by Organization
We continue to expand and adapt programs.  The increase in budgets is directly related to our efforts to move homeless to housing, increased emphasis on case management services/outcomes and to provide a two-generational approach to family services. 
Financial Comments by Foundation
IRS Form 990s are completed based on audits, as 990s are not required of Salvation Army. Financial figures in The Giving Partner profile compiled from 990s/audits.  Individual contributions include foundation/ corporate support, as provided in 990s.  The valuation of in-kind donations is included in revenue in the financial statements.  Financial information for 2016 was taken solely from the audited financial statements as the Federal tax return was not available at time of review.
Nonprofit The Salvation Army of Sarasota County
Address 1400 Tenth Street
Sarasota, FL 34230
Phone 941 364-8845 1112

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