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Last Updated: 2/12/2018 10:25:39 AM

Mental Health Community Center Inc

240B S Tuttle Ave

Sarasota FL 34237

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Summary
Background & Needs
Programs
Management & Planning
Governance
Financials

Mission

Our Mission is… Mental Health Community Centers, Inc. provides a safe environment, promoting wellness, for individuals managing mental health

Leadership

CEO/Executive Director Mr. Jeffrey G. Standring MS

Board Chair Mr. David Fawks

Board Chair Affiliation Physchiatric ARNP

General Info

Former Names


Sarasota Mental Health Resource Center

Tax Exempt Status Public Supported Charity

Incorporation Year 1991

Awarded competitive grant from Community Foundation in the last 5 years? Yes

State Charitable Solicitations Permit Yes May 2018

State Registration Yes 0

Financial Summary

IRS Letter of Determination

Name
IRS 501(c)3	View

Impact Statement

1. Mental Health Community Centers has been officially accredited in Human Services with the Council on Accreditation (COA). This status was received in May 2016 and is applicable for four years when a re-accreditation process will begin.

2. 2016-2018 Strategic Goals: I. MHCC will continue to improve its financial position to better serve our mission. II. MHCC will continue to improve services to its members. III. MHCC will expand donor focused fundraising toward major gift investment and implement an endowment, planned giving, and estate planning.

3. Results-based Outcomes for the first quarter of Fiscal year 2015-2016 indicate: (information based on growing participant attendance of approximately 460 members at four locations) 95% members report being satisfied with services received. 92% members report the program has helped to improve the quality of their life. 93% members report if they were to have problems, they would return to the center. 87% report becoming more physically active since joining MHCC programs, and finally, 94% members report they receive support and helpful information when needed.

95% of MHCC members of the psycho-social recovery centers have not returned to an acute care facility. Last quarter incident reports only three relapse or hospital situations incidents occurred among members, all of which were voluntary.

Needs Statement

Replace carpeting and install new flooring at Prospect House$5,000
Air Conditioning Unit at Beacon House, $5,000
Kitchen Renovations for Prospect House- $10,000
Scholarship support for memberships at $35 per annual
Activities fees for members at $30 per month per member

Background Statement

Many people who experience mental illness no longer need lengthy stays in psychiatric facilities. New medications and therapy permit people with brain diseases to return to their communities. A return to the community however, does not necessarily mean a return to an active and healthy life. For over 40 years MHCC has served as a local community resource for the needs of persons with severe and persistent mental illness and their families. Dailyrecovery-based programs located in Sarasota, Venice, North Port and Arcadia offer a peer model program that promote recovery and successful community integration. We offer support, education, independent living skills training, vocational training and many opportunities for socialization with community outings. They are especially important in providing a network of support services offered by professional social workers, peer counselors, peer activity facilitators, healthy living personnel and volunteers with varying backgrounds. All of these individuals engage participants to attend our programs and promote a healthy and productive lifestyle as they become more active and mainstream within the community. Involvement in programs at MHCC help to increase skills and self esteem which result help to reduce isolation and the need for further hospitalization for mental and physical illnesses; as well as prevent other negative outcomes like incarceration or even suicide.

Collaboration with our medical community, private practitioners, partner substance-abuse facilities, residential treatment centers, civic leadership and the law enforcement community resulted in MHCC providing the leadership and coordination of free seminars. Local seminars are provided at no charge and feedback indicates they are a vital resource to promoting early treatment and reducing stigma that presents a barrier to accessing services.

According to the National Institute for Mental Health, for every $1.00 placed in community based services there will be $8.00 to $10.00 saved in the reduction of hospitalization alone. These results have been recognized as model programs that provide efficient and effective methods of treatment. We have been recognized as Business of the Year by our local Chamber of Commerce and recently received the Spotlight Award as recognition of our good deeds in the community.

Areas Served

Area
FL- DeSoto
FL- Sarasota
FL- Charlotte
FL- Manatee

Areas Served Comments

With locations strategically located in Sarasota, Venice, North Port and Arcadia. MHCC is positioned to serve residents of southern Manatee county, Sarasota County, Desoto County and northern Charlotte County.

Service Categories

Primary Org Type Mental Health & Crisis Intervention

Secondary Org Type Education

Tertiary Org Type

Statement from the Board Chair/Board President

Statement from the CEO/Executive Director

There are no other organizations in our service areas that provide services like those available through MHCC. All of these efforts are possible because of the involvement of our community, volunteers, and relationships developed. With passion and diversity we have made a commitment to promoting treatment and defeating the stigmas associated with these biological mental illnesses.

A distinct program component that differentiates MHCC direct service programs from even those around the country is the availability of ongoing structured daily programs, a large cadre of professional volunteers, and the assistance we provide through our consumers helping other consumers in their recovery. We have placed a priority on recognizing the skills of our members who through no fault of their own experience the barriers presented by mental illness. As role models we are promoting our members to employment within our agency and in key positions,

We have learned how to identify needs by our surveys and openness; as well as, our collaboration with other agencies or resources in our community. Relationship building has substantially contributed to our referral base, as well as our methods and quality of service. Our services are offered with effectiveness and efficiency and administrative costs a mere 7.3%. We are proud of the diversified income base and the development of our philanthropic support which now exceeds our governmental funding. This support is a reflection of our community efforts and has enabled us to make beneficial enhancements to our service model as needs have become apparent. Our programs have taken further shape as a result of volunteers involved on Community Task Force projects related to our growth and development. We are especially appreciative of our relationships with a wide array of individuals and service clubs within the community. With networking and outreach, MHCC has become more visible and many in our community have embraced the mission of providing support, education, independent living vocational, and socialization programs that enable individuals to transition to a healthy lifestyle within the mainstream of our community. Direct service program centers have continued to grow and are now serving well over 1,500 persons. Our community awareness seminar as a collaboration with medical providers in our community are reaching thousands more with vital resource information. But we need to do more. The numbers related to the prevalence of mental illness are incredible and affect everyone in our community.

Programs

Drop-In Centers
Peer Assisted Liaison Program
Supportive Employment

Drop-In Centers

Description

Mental Health Community Centers (MHCC) operates four psycho-social rehabilitation Drop-In Centers locally providing consumer-driven, wellness and recovery-focused programs for adults diagnosed with severe and persistent mental illness.

Recovery programs are centered on evidenced-based curriculum and SAMHSA Wellness Initiatives which are a holistic approach to wellness in all areas of life. There are wide variety of groups and topics which include:

Integrated dual disorders groups
Symptom management groups
Wellness and education groups, skill-building groups
Art and community-outreach activities.

Drop-In Centers are located in Sarasota and DeSoto Counties, including the cities of Arcadia, North Port, Sarasota and Venice.

Budget $512,837

Category Mental Health, Substance Abuse Programs, General/other Mental Health, Substance Abuse Programs, General/other

Program Linked to Organizational Strategy Yes

Population Served Adults Elderly and/or Disabled People/Families with of People with Psychological Disabilities

Short Term Success

In the short term MHCC and Prospect assists their members in maintaining a quality of life that allows for members to return to society and participate in community events. The more time that clients are participating in the center and activities this keeps the members for isolating in their homes and encourages the peers to work on the issues that are effecting their recovery.

Long Term Success

MHCC is about improving the independent living skills of the mentally ill. It is about improving the quality of life of its members. Ultimately, MHCC believes it is more cost effective to work with the mentally ill after their release from acute care and emergency service units, to maintain their independence. It reduces recidivism rates and expensive skilled and assisted living facilities.

By reducing the number of hospitalizations and the length of the stay Mental Health Community Centers is saving the community much needed dollars and allowing for better utilization of hospital beds.

Program Success Monitoring

The members of Prospect house are questioned through surveys, and in group sessions as to the quality of their lives and the effectiveness of the program.

Program Success Examples

I have attended Prospect House almost every day for over a year and know that the people there are the best. They sincerely care and are very patient with people. I just turned 60 years old and it looks like my future is looking up. I have come to realize that anyone can be put in a terrible situation. I think the most important thing is accepting help. The people at Prospect House do a wonderful job, and I want to thank the people there for helping me. Anyone can be helped, it takes time and patience.

T.J.

Peer Assisted Liaison Program

Description

The Peer-Assisted Liaison (PAL) Program unites at-risk adults diagnosed with severe and persistent mental illness with Certified Peer-Recovery Specialists to facilitate:

Mutually supportive relationships promoting recovery
Restore function and quality of life, and
Actively combat recurrent crises, hospitalization, incarceration, and homelessness.

Budget $145,807

Category Mental Health, Substance Abuse Programs, General/other Mental Health Treatment

Program Linked to Organizational Strategy Yes

Population Served Adults Elderly and/or Disabled People/Families with of People with Psychological Disabilities

Short Term Success

In the short term MHCC and Beacon House assists their members in maintaining a quality of life that allows for members to return to society and participate in community events. The more time that clients are participating in the center and activities this keeps the members for isolating in their homes and encourages the peers to work on the issues that are effecting their recovery.

Long Term Success

By reducing the number of hospitalizations and the length of the stay Mental Health Community Centers is saving the community much needed dollars and allowing for better utilization of hospital beds.

Program Success Monitoring

The members of Beacon house are questioned through surveys, and in group sessions as to the quality of their lives and the effectiveness of the program.

Program Success Examples

Ever since I began coming to the North Port Center, I have made a ton of friends who make me feel really good about myself and who I can trust. Everything that I bring up in group is confidential and I am happy about that. This place is filled with positive and good-hearted people. Everyone in group, including the counselor, gives me good ideas and solutions to help me with my problems. Coming has kept me from isolating at home.

Supportive Employment

Description

The Supportive Employment Program offers direct job placement and personalized, ongoing support services. We work to:

Establish community employer relationships
Expedite placement
Visit work site for up to six months
Decrease visits to acute care services and homelessness while creating economic independence

Budget $163,916

Category Employment, General/Other Job Training & Employment

Program Linked to Organizational Strategy Yes

Population Served Adults People/Families with of People with Disabilities Homeless

Short Term Success Our goal is to assist 30% of members to become competitively employed while in the program and continue their employment for a minimum of 90 days after placement.

Long Term Success Mental Health Community Centers has employed 2 full time Supportive Employment Specialists that work in Sarasota county to assist members of the community who suffer from mental illness/substance abuse to find employment. We are currently working on increasing our capacity in 2015 to be able to serve 75 individuals per year. In 2013/14 we were able to serve 60+ individuals.

Program Success Monitoring Mental Health Community Centers has members complete surveys twice a year in order to monitor the programs we offer. Supportive Employment also utilizes the Evidence Based model of Supportive Employment through SAMHSA.

Program Success Examples My name is Devon and I was introduced to the Mental Health Community Center, Inc., through my case manager at Renaisance Manor. I have been working with Derek, who is a supportive employment specialist. His goal is to help me find work, again. In the meantime, we have established some goals such as:attending some AA meetings and working with the Smart Recovery website; which helps identify addictive behavior solutions and even how to work on everyday problems, using structured work sheets. I have a little more confidence now, that I will be able to findwork again and it will be something that I can do well. Derek andthe Mental HealthCommunity Center (Prospect House), have even allocated some funds, so that I will be able to have a new bicycle. This is good, because it will give me a little bit more freedom to move around. The bus helps, but I won't always have to wait around for its schedule, if I want to go for a jog at thepark or the track; or go to work, hopefully. It has been a good experience so far. Thank you to Derek and the Prospect House, as well as my case manager for taking an interest in my well being.

Comments

Program Comments by Organization Our passion at MHCC continues to be focused on providing daily support and resources that prevent recurrent cycling through emergency rooms, suicides, and the impact of these diseases on our community. MHCC has responded by providing a network of services to help families to seek treatment, reduce isolation, reduce hospitalization, and even reduce suicide. While outcomes are documented, members also respond with positive testimonials about the benefits of this specific recovery service model we provide. MHCC offers a unique model that combines professional, volunteer, and peer support with a goal of transitioning to independent living and vocational participation within the mainstream of our community. Therefore, we have developed collaborations with programs at other organizations like the YMCA to promote healthy living and socialization opportunities. This model works, and many MHCC members indicate we are not only helping to prevent hospitalization and maintain stability; but more importantly because of our help they are now able to focus on goals that are related to their long- term future. As a result of a better understanding of their own recovery, many individuals want to “give back” by helping their fellow peers. Many look to us and have found employment working as program facilitators, peer counselors, as well as professional positions within our agency. We would like to expand this effort of utilizing certified peer specialists to help other members with the recovery process. Currently only 30% of persons discharged from acute care facilities attend their follow-up appointments. They would be utilized as a liaison with discharge planners at acute care facilities, and would help persons released from acute care to link with resources like MHCC in the community. In addition, we would like to provide a “warm line” to further support communication that would encourage treatment. We believe we can demonstrate that peer support via peer counseling and liaison services within our friendly environments can help with this transition as well as preventing recycling to hospitals for mental health and other physical conditions. Currently there are no governmental funds to demonstrate this pilot program of expanded peer services, which ultimately would save expenditures on acute care. Our goals and successes are only limited by resources, and it is our wish that continuing our efforts to build and establish ongoing community relationships will assist us in helping these resources to become a reality.

CEO/Executive Director

CEO/Executive Director Mr. Jeffrey G. Standring MS

CEO Term Start Aug 2016

CEO/Executive Director Email jstandring@mhcci.com

Experience

Mr. Standring is a seasoned executive with 24-years of experience developing and overseeing health care organizations throughout Florida. Before joining Mental Health Community Centers’ leadership team, Jeffrey was Executive Director at Lucida Treatment Center; a 60-bed substance abuse and mental health co-occurring intensive outpatient program in Lantana, Florida. He served as chief operating officer for Universal Health Services where he oversaw a 24-bed substance abuse treatment facility, an 11-bed crisis stabilization unit, an 88-bed acute care hospital with partial hospitalization programs attached, and a 62-bed residential treatment center. He also held managerial positions with Central Florida Behavioral Health Network, Vision Quest, Eckerd Youth Development Center and a number of other residential treatment centers for adults, children and adolescents. Jeffrey holds a bachelor’s degree in Human Services and a Master’s Degree in Organizational Management and Leadership from Springfield College. He is also a Board certified human services practitioner.

Former CEOs/Executive Directors

Name	Term
Ms. Jennifer Ernst	Dec 2015 - May
Mr. Peter D. Howard LCSW	Jan 2015 - Dec 2014

Senior Staff

Name	Title
Mr. Derek Blake	Supported Employment Specialist
Ms. Linda J. Greaves	Director of Development
Mr. Robert Horn	Finance Director
Mrs Deborah Robinson	Director of Programs

Staff & Volunteer Statistics

Full Time Staff 10

Part Time Staff 12

Staff Retention Rate % 92

Professional Development Yes

Contractors 0

Volunteers 50

Management Reports to Board Yes

CEO/Executive Director Formal Evaluation Yes

Senior Management Formal Evaluation Yes

Non-Management Formal Evaluation Yes

Collaborations

Mental Health Community Centers is a partner in the community system of care in Sarasota County. Agreements called Memorandums of Understanding are signed with Coastal Recovery Centers of Sarasota County, Bayside Behavioral Healthcare, First Step of Sarasota County, Casl Renasainnce Manor, NAMI, Resurrection House, Vincent House and Women's Resource Center. We work closely with referral sources such as private practitioners, law enforcement, the 12 Judicial District Circuit Court and crisis stabilization units.

MHCC is part of the Sarasota County Continuity of Care group providing Behavioral Health Services to Sarasota County.

External Assessments and Accreditations

Assessment/Accreditation	Year
Council on Accreditation (COA) [for Children and Family Services] - Accreditation	2016

Awards & Recognition

Award/Recognition	Organization	Year
Five Star Award for Excellence	Central Florida Behavorial Health Network	2013
Best small business award	Venice Area Chamber of Commerce	2014

Five Star Award for Execellence	Central Florida Behavioral Health Network	2017

Risk Management Provisions


Risk Management Provisions

Government Licenses

Organization Licensed by the Government No

Plans

Fundraising Plan Yes

Communication Plan Yes

Strategic Plan Yes

Strategic Plan Years 3

Strategic Plan Adopted Aug 2016

Management Succession Plan Yes

Continuity of Operations Plan No

Policies

Nondiscrimination Policy Yes

Whistle Blower Policy Yes

Document Destruction Policy No

Directors and Officers Insurance Policy No

Policies and Procedures Yes

Comments

Management Comments by Organization MHCC has a small staff with only 8 full time employees. Management staff consists of Executive Director, Clinical Director, Director of Drop-In Centers, Finance Director and Director of Development. These individuals have many assignments and responsibilities for a limited amount of salary. Attracting talented management personnel with limited budget constraints has been a challenge.

Planning & Policies Comments by Organization As per standards directed by the national Council on Accreditation, Mental Health Community Centers policies and procedures were submitted as evidence to meet criteria required for national accreditation status. In May of 2016, MHCC policies and procedures were approved and the agency received received full-accreditation status for four years.

Other Document 2


Risk Management Policy

Board Chair

Board Chair Mr. David Fawks

Company Affiliation Physchiatric ARNP

Board Term July 2011 to June 2018

Board Chair Email davidarnp@hotmail.com

Board Members

Name	Affiliation
Ms. Christine Caldwell	Business Owner
Ms. Rosemary Chase	Community Volunteer
Mr. Frank Escobar	Retired, parent
Mr. David R. Fawks	Cornerstone Psychatric
Mr. Bradley Hogreve	Kirk Pinkerton
Ms. Anne Olshansky, LCSW	Psychotherapist
Ms. Philomena Periera	Executive Consultant, CEO
Dr. Parlane J. Reid Ph.D., M.D.	Physician Psychiatrist
Dr Lawrence Southwick	Retired
Mr. Jeffrey G. Standring MS	Executive Director
Mr. Craig Steinhoff CPA	Hill, Bart and King, CPA's
Ms. Ann Wacholder	Coldwell Banker

Constituency Includes Client Representation Yes

Board Ethnicity

African American/Black 0

Asian American/Pacific Islander 0

Caucasian 12

Hispanic/Latino 0

Native American/American Indian 0

Other 0 0

Board Gender

Male 7

Female 5

Unspecified 0

Governance

Board Term Lengths 3

Board Term Limits 2

Board Orientation Yes

Number of Full Board Meetings Annually 10

Board Meeting Attendance % 82

Board Self-Evaluation Yes

Written Board Selection Criteria Yes

Board Conflict of Interest Policy Yes

% of Board Making Monetary Contributions 100

% of Board Making In-Kind Contributions 100

Standing Committees


Executive
Finance
Program / Program Planning
Audit
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts

Comments

Governance Comments by Organization Currently MHCC is experiencing challenging Board Member attendance, and some members have resigned during the 2015-16 fiscal year due to professional and family schedules. Meeting dates and times were adjusted, then these adjustments became challenges for those members who wished to have more of a set "one particular day per month" designated schedule so they could preset their calendars. The issue has become a strategic planning goal and objective for 2015-2018 to recruit and better orient talented board members.

Fiscal Year Projections

Fiscal Year Start Month July

Fiscal Year Start Day 01

Fiscal Year Begins 2017

Fiscal Year End Month June

Fiscal Year End Day 30

Fiscal Year Ends 2018

Projected Revenue $925,954.00

Projected Expenses $925,954.00

Organization has Endowment Yes

Endowment Value $17,888.00

Endowment Spending Policy N/A

Capital Campaign

Currently In a Capital Campaign No

Anticipate Campaign within 5 years? Yes

Campaign Purpose

Campaign Goal

Campaign Dates 0 to 0

Amount Raised To Date 0 as of 0

IRS Form 990s


990 2016-2017	2017
990 2015-2016	2016
Form 990 2014-2015	2015
Form 990	2014
Mental Health Community Centers 990	2013
Mental Health Community Centers 990	2012
Mental Health Community Centers 990	2011
Mental Health Community Centers 990	2010
Mental Health Community Centers 990	2009
Form 990	2008

Audit/Financial Documents


2015 Audited Financial Statements	2015
Audited Financial Statements	2014
Audited Financial Statements	2013
Audited Financial Statements	2012
Audited Financial Statements	2011
Audited Financial Statements	2010
Audited Financial Statements	2009

Historical Financial Review

Revenue and Expenses

Fiscal Year	2017	2016	2015
Total Revenue	$918,397	$1,100,463	$969,825
Total Expenses	$868,020	$970,122	$1,123,435

Revenue Sources

Fiscal Year	2017	2016	2015
Foundation and Corporation Contributions	$0	$0	$0
Government Contributions	$624,372	$638,355	$709,773
Federal	$0	$0	$0
State	$0	$0	$468,304
Local	$0	$0	$183,777
Unspecified	$624,372	$638,355	$57,692
Individual Contributions	$259,528	$207,770	$131,063
Indirect Public Support HelpIndirect public support represents revenue received through solicitation campaigns. This includes funding United Way and other federated fundraising organizations, but does not include donor designated contributions.	$0	$0	$0
Earned Revenue HelpEarned revenue represents income generated in direct exchange for a product or service.Earned income includes income from government contracts.	$5,984	$186,029	$37,108
Investment Income, Net of Losses	$1,160	$815	($1,179)
Membership Dues	$0	$7,087	$3,785
Special Events	$25,571	$60,407	$85,881
Revenue In-Kind	$1,037	$24,142	$24,761
Other	$1,782	$0	$3,394

Expense Allocation

Fiscal Year	2017	2016	2015
Program Expense	$712,326	$844,265	$1,035,363
Administration Expense	$94,249	$104,618	$59,037
Fundraising Expense	$61,445	$21,239	$29,035
Payments to Affiliates	$0	$0	$0
Total Revenue/Total Expenses	1.06	1.13	0.86
Program Expense/Total Expenses	82%	87%	92%
Fundraising Expense/Contributed Revenue	7%	2%	3%

Assets and Liabilities

Fiscal Year	2017	2016	2015
Total Assets	$1,262,689	$1,239,924	$1,390,769
Current Assets	$343,594	$227,874	$190,472
Long-Term Liabilities	$0	$38,857	$316,581
Current Liabilities	$54,376	$43,131	$46,593
Total Net Assets	$1,208,313	$1,157,936	$1,027,595

Top Funding Sources

Fiscal Year	2017	2016	2015
Top Funding Source & Dollar Amount	Government Grants - Unspecified $624,372	Government Grants - Unspecified $638,355	Government Grants - State $468,304
Second Highest Funding Source & Dollar Amount	Contributions, gifts, grants $259,528	Contributions, gifts, grants $207,770	Government Grants - Local $183,777
Third Highest Funding Source & Dollar Amount	Fundraising $25,571	Net Gain from Sales of Assets Other Than Inventory $184,745	Contributions, gifts, grants $131,063

CEO/Executive Director Compensation $50,001 - $75,000

Tax Credits No

Solvency

Short Term Solvency

Fiscal Year	2017	2016	2015
Current Ratio: Current Assets/Current Liabilities	6.32	5.28	4.09

Long Term Solvency

Fiscal Year	2017	2016	2015
Long-Term Liabilities/Total Assets	0%	3%	23%

Financials Comments

Financial Comments by Organization Mental health services are underfunded. The State of Florida and Sarasota County governmental leadership have indicated mental health and homelessness as a primary concern for its citizens yet the availability for funding is still scare. According to an article published in the Orlando Sentinel, "Florida is ranked 49th in the nation when it comes to mental health funding." MHCC continually reaches out to assist with public education and awareness regarding the stigma attached to mental health illness and our community is receptive to learning more about the diagnosed conditions. This has been evidenced in attendance at educational forums lead by MHCC and in partnerships major donors and with Sarasota Memorial Hospital. The agency has loyal and consistent business and individual donors who respond to appeals, attend special events, and offer in-kind support to its programs; however, funding challenges exist and opportunities continue to be pursued.

Financial Comments by Foundation

Financial figures based on IRS Form 990 and audit documents. 990s and audits reconcile for 2012, 2011 & 2010. Total revenue reported on 2009 audit- $667,420; total expenses reported on 2009 audit- $748,071. Individual contributions include foundation and corporate support, as reported on Form 990.

Nonprofit Mental Health Community Center Inc

MHCC Logo

Address 240B S Tuttle Ave

Sarasota, FL

Phone 941 953-3477

Email administration@mhcci.com

Website http://www.mhcci.com

THE COMMUNITY FOUNDATION OF SARASOTA COUNTY, INC. IS A REGISTERED 501(C)(3) NON-PROFIT CORPORATION. A COPY OF THE OFFICIAL REGISTRATION AND FINANCIAL INFORMATION MAY BE OBTAINED FROM THE DIVISION OF CONSUMER SERVICES BY CALLING TOLL-FREE WITHIN THE STATE (1-800-HELP-FLA) OR FROM THE WEBSITE: WWW.FRESHFROMFLORIDA.COM. REGISTRATION DOES NOT IMPLY ENDORSEMENT, APPROVAL, OR RECOMMENDATION BY THE STATE. ONE HUNDRED PERCENT (100%) OF EACH CONTRIBUTION IS RECEIVED BY THE COMMUNITY FOUNDATION OF SARASOTA COUNTY. REGISTRATION #SC-2471.