Community Assisted And Supported Living Inc
1401 16TH St
Sarasota FL 34236
Mission
Provide affordable,clean,safe and appropriate supportive housing and services to adults with developmental and other disabilities, who have low to very low incomes.
 
Leadership
CEO/Executive Director Mr. Julian Scott Eller
Board Chair Ms Rebecca U Stoner
Board Chair Affiliation Kerkering, Barberio & Co.
General Info
Organization DBA
DBA
RENISSANCE MANOR, Inc.
Supported Organization Community Affordable and Supported Living, Inc.
Former Names
Coalition to Assist Supported Living
Community Affordable Supported Living, Inc.
Tax Exempt Status Public Supported Charity
Incorporation Year 1998
State Charitable Solicitations Permit Yes Jan 2017
State Registration Yes 0
IRS Letter of Determination
View
Financial Summary
 
 
Projected Revenue $3,000,000.00
Projected Expenses $2,900,000.00
Other Documents
Impact Statement

The need for clean, safe, affordable housing to lower income adults with disabilities is great and growing.  During the past year, we were able to add 8 homes to our inventory of available homes.  It is important that our homes are within a residential community and that they are fully maintained, clean and safe for our clients. Our collaborative bridges ensure that client choice is available which empowers them to play a key role in sel;ecting their housing and support systems.  Today, CASL collaborates with over 20 agencies in Sarasota on a daily basis.  Our supportive housing program is a highly affordable and 90% of its members remained in our program without returning to an acute care setting. It is imperative that our residents have access to basic supportive living services and a whole host of community services if they are to be successfully independent3.  Many services are required to meet the myriad needs of our clients if they are to attain independent living.  It is critical that our clients learn to care for themselves and not become part of the revolving door to costly acute care systems which is in itself detrimental to the long term mental health and stability of our clients.   Over the past three years, Charlotte, Lee and Collier counties have called upon CASL to collaborate with them on developing supportive housing for adults with disabilities using the success of our model as a guide.  Within 30 days of taking possession of facilities in these counties, CASL was able to fill the housing units with very low income disabled people including veterans, and begin accessing services in the community.  

Needs Statement
Our first priority is to raise funds to buy or build additional housing to meet the growing demand. We are now receiving housing requests from adults with disabilities that have outlived their parents. As “Boomers” move in, the problem accelerates. Currently, we receive an average of 5 referrals every week for someone in need of supportive housing.  CASL needs to fund an endowment in order to pay for repairs and refurbishments as our properties age.1 Labor and materials costs have increased greatly but our client income has not.  Maintaining affordability has resulted in CASL being unable to fully fund property maintenance from rental income.   Housing scholarships are also needed because many adults with disabilities will not be eligible for a Medicaid Waiver to pay for medically necessary services2.  
The Tampa Bay Lightening Foundation has recognized CASL for a "Hero" Grant Award of $50,000 to be used as a matching grant.  Our goal is to match this award with $150,000 through granting agencies and organizations to purchase an additional property. 3

We believe hiring a professional to take charge of our donor base and philanthropic needs planning is essential to CASL's being able to meet growing needs.4 

Background Statement
Community Affordable and Supported Living, Inc. began operation in November 1997.  In 1997, the founder, Charles E Richards, incorporated CASL as a 501 (c) 3, not-for-profit, organization.  CASL’s mission, since inception, is to provide clean, safe and affordable housing to persons with disabilities.  CASL began with the operation of 4 houses with no paid staff and Richards becoming the volunteer maintenance man.
 
On January 1, 1999, Renaissance Manor began with a 41 bed assisted living facility specializing in mental health and operated by J. Scott Eller and his wife Heather. 
 
In July2009, a third corporation was formed as Community Assisted and Supported Living, Inc.  That was done because Renaissance Manor was a Assisted Living  model.  The two original corporations are now solely owned subsidiaries of the new "CASL", also a 501(c)(3) corporation.  The mission was expanded to include any adult with disabilities and is in the low or very low income level. 
 
To date, in Sarasota County,  CASL provides housing and services for over 200 people who are disabled, homeless or both.
 
In the last 3 years services have been expanded to Lee, Manatee, and Charlotte and Collier Counties. In the three counties South of Sarasota, CASL has an additional  100 clients including disabled veterans.
 
Now with over 100 properties serving more than 300 disabled adults in Southwest Florida, CSL has raised over $5 million through Federal, State or local grants.  These funding sources include but are not limited to HUD-CDBG, ESP, HHR, SHIP, HHAG, Florida Housing Finance Corporation, Sarasota County Government and several private foundations or trusts.
 
. Our homes are fully maintained and our case managers make regular inspections to ensure that homes are safe and clean. This model is unique in South West Florida.  
 
 CASL has sought to collaborate with local providers and services that cover the wide range of needs for our residents and in 2013 we believe we have achieved this with a comprehensive list of 20 alliances.
Areas Served
Areas Served
Area
FL- Sarasota
FL- Manatee
FL- Charlotte
FL- Lee
FL
Areas Served Comments Our organization currently provides services in 5 counties, all our properties are in residential neighborhoods close or within townships.
Service Categories
Primary Org Type Human Services
Secondary Org Type Housing, Shelter
Tertiary Org Type Mental Health & Crisis Intervention
Statement from the Board Chair/Board President

The Board of Directors of CASL consists of 8 upstanding members of our community.  Their professions range from lawyers, accountants, developers, past non-profit CEOs, county commissioners and consumer individuals with disabilities.  Most of our Board Members have experience with the developmentally disabled either through a family connection or their work. One of our Board Members is a consumer advocate and has been active in our program for 8 years. The BOD of CASL is committed to building up those that have been stigmatized and left with an unwarranted sense of hopelessness. We believe it is critical to build attitudinal structures and financial supports to enable effective treatment and recovery.  With support and assistance our residents are able to live independently and happily within their homes and the community at large.  

Through my personal experience as the father of a developmentally disabled child, I have come to know the pain and fear we face as parents.  Independence is the biggest of these fears. Who will care for our child when we are gone? How will they live and cope on their own?  It is the genuine heartache that parents feel when they consider the independence and future of their children that has driven me to find a way to help this vulnerable population.  I believe that CASL is leading the way in helping families know their loved ones are able to become more self-sufficient and have a real chance at living well independently.  This program is unique in that it draws on the support of community service providers and agencies. My own child passed away in early adulthood but my passion for this cause has only grown.  I am truly dedicated to the furtherance of this program and believe that with continued efforts we can add more residents and increase the number who are able to live more independently, serve, engage and make friends in their community for a fuller life. 

The greatest challenge for any BOD is to raise funds. Fundraising ranks #1 among board areas needing improvement.  As the BOD we expect to be asked to donate and fundraise but as a Board we feel we have grown to the point that we need dedicated personnel to help channel our energies and to raise awareness of who CASL is within the communities we serve. Over the past 2 years we have increased our number of homes and have touched new communities. We believe that by increasing community awareness we can gain new donors, supporters and Board Members.  We can create a development committee to focus on raising funds, providing or securing sponsorship funding for scholarships or events, set goals, plan and monitor progress during the year. To do this we need professional leadership to plan ahead, we believe that our fundraising efforts will increase significantly under such circumstances.  According to BoardSource research “Organizations with board development or fundraising committees were more likely to reach their overall fundraising goals.”   We need software to capture data to help us make informed planning decisions. However, we believe the way forward is put a solid fundraising program in place and we respectfully ask that if you agree that you will help us get started.

 

Charles E. Richards, Chairman BOD, CASL, Inc., 

Statement from the CEO/Executive Director

People with disabilities live in a world designed primarily for the able-bodied. People with disabilities want to live life no differently than anyone else. They want to be able to go shopping, go to the movies, go out to eat, work or volunteer and enjoy life, fully realizing that must be done within the boundaries of their limitations.  Unfortunately, many people with developmental disabilities have been left to fend for themselves having never learned the fundamentals of independent living. CASL provides housing in five West Coast counties in single family and multi-family residential settings. The residents enjoy the opportunity to choose from a list of collaborative partners from which to receive their in-home support services. This model been has built, based upon collaboration and partnerships.  As a result, residents enjoy a support staff ratio of 1 in-home support specialist to 3 residents.   CASL has developed its’ supportive housing program by ensuring that staff members spend over 80% of their time in the field assisting the residents with daily living.  This includes but is not limited to coaching skills for housekeeping, medication management, hygiene, laundry, budgeting, menu management, and other aspects of daily living.  Our professional employees assist residents with managing all medical, psychiatric, counseling appointments and when needed accompany the resident to the appointment in order to advocate as necessary.  CASL’s management team is able to conduct housing visits at least one time per week versus the state average of one time per month. Each resident has a service plan and goals are worked towards further independence and community and social engagement. Due to our attention to the residents needs, CASL is able to reduce or completely negate the need for clients to require the services of the acute care system.  This reduction suggests that CASL clients require an average of less than $5,000.00 per year in acute care services as compared to $52,000.00 per year as described in a study conducted in Lee County, “Take a Look at Homelessness.”  Less than 5% of CASL clients need  acute care services. We are proud of what we do and even more proud of the residents who work diligently toward independence and becoming part of the community.   

Scott Eller, CEO/President, CASL, Inc.,

Programs
Description

CASL provides affordable housing for low in-come persons with developmental and other disabilities in single and multi-family residential settings. CASL residents enjoy the opportunity to choose from a list of collaborative partners from which to receive their in-home support services.  CASL provides a support staff ratio of 1 in-home support specialist to 3 residents and has developed its program by ensuring that staff spends over 80% of their time in the field assisting the residents with daily living activities and connecting with our partners.  This includes but is not limited to coaching skills for housekeeping, medication management, hygiene, laundry, budgeting, menu management, and other aspects of daily living.  CASL’s  management team conducts housing visits at least once a week versus the state average of one time per quarter. Each resident has a service plan with goals of increased independence, and community and social engagement. 

Budget $3,000,000
Category Human Services, General/Other Residential Care for Individuals with Disabilities
Program Linked to Organizational Strategy Yes
Population Served People/Families with People of Developmental Disabilities People/Families with of People with Psychological Disabilities Poor,Economically Disadvantaged,Indigent
Short Term Success An average of 97% of residents achieve and remain living independently and do not require readmission or admission into an acute care setting.
Long Term Success People with  developmental disabilities as well as severely and persistently mentally ill will be able to live independently within the community with minimal supports and become an integral and useful member of the community.
Program Success Monitoring Success is measured by lack of need for acute care services (CSU), in-patient hospitalizations and program continuance.
Program Success Examples Testimonials from parents are attached.
Comments
Program Comments by Organization

Most of our residents come to us because they wish to live in their own home  support themselves and become independent There are many ways in which they can be helped to achieve those goals and it is our belief that every disabled persons right to do so.  Stigma erodes confidence in their progress and suggests that mental disorders are unreal and untreatable conditions. It is the intent of the CASL program to promote independent living within the community, so that residents can become useful members of society and enjoy full lives. We believe that it is only when our residents can become an integral part of the community that the stigma of having disabilities will begin to erode. 

CEO/Executive Director
CEO/Executive Director Mr. Julian Scott Eller
CEO Term Start Oct 1998
CEO/Executive Director Email scott.eller@renaissancemanor.org
Experience

J. Scott Eller has been the Executive Director/CEO of Community Assisted and Supported Living, Inc., herein after referred to as Community Assisted, from inception in 2009, Community Assisted has included an assisted-living facility which maintains a limited mental health license and is located off Central Avenue in Sarasota. Over the past 13 years under my direction, the assisted living facility has been upgraded, expanded and improved.  Also under my direction the merged corporation,sines 2009  has grown to offer over 330 other housing opportunities,in more than100 properties for special needs populations in Sarasota¸ Manatee,Charlotte, Lee and Collier counties.   I received my BS in Psychology in 1994,  and have been a licensed ALF Administrator since 1995.  I have received training including but not limited to Crime Prevention through Environmental Design; Supportive Housing; and trainings on Federal Fair Housing and the Americans with Disabilities Act, through HUD and other agencies providing trainings in furtherance of supportive housing and  the goals and ambitions of adults with disabilities. Over the past 13 years I have directed and assisted in raising funds, developing health care facilities, developing community partnerships, and developing affordable housing for and in support of adults with disabilities. In 2004 under my direction CASL completed the development of a supportive housing community in Lee County. This was a unique and green project.  Together with Community Assisted  we became the first special needs non-profit developers in the United States to utilize HUD fund and construct housing Structural Insulated Panel System (SIPS.) Due to my experience I am recognized as an expert in the development of housing and in managing support programs needed to make these projects a success. 

Former CEOs/Executive Directors
NameTerm
Senior Staff
NameTitle
Mr. Todd Abbott Housing Director Gateways for Positive Living
Ms. Nancy Chupp Administrator
Ms. Hallie Harris Director of Life Skills/Administration
Ms. Linda Sweeney General Manager
Mr. Robert Tonetti Director of Supportive Housing - Lee and Collier Counties
Staff & Volunteer Statistics
Full Time Staff 30
Part Time Staff 3
Staff Retention Rate % 85
Professional Development Yes
Contractors 3
Volunteers 7
Management Reports to Board Yes
CEO/Executive Director Formal Evaluation Yes
Senior Management Formal Evaluation Yes
Non-Management Formal Evaluation Yes
Collaborations
On a daily basis CASL collaborates with both for profit and non-profit agencies including but not limited to: Easter Seals, Community Haven, Loveland Center, Manatee Rural Health Services, Sarasota County Department of Human Services, United Cerebral Palsy, Sunrise Communities, Coastal Behavioral Health Care, First Step, Salvation Army, Sarasota County Health Department, Cauffield and Associates, City of Punta Gorda, Sarasota Memorial Bayside Center, Alliance for the Mentally ill of Sarasota, Charlotee, Lee and Collier Counties, Agency for Persons with Disabilities, J&M Support Coordination, J&J Willcare, Lee Mental Health Centers, HUD, Lee County Department of Human Services, Sarasota Office of Housing and Community Development and Supported Independence just to name a few.  It is our philosophy to focus on our area of specialty and to collaborate with others who specialize in service areas needed for our residents.  This creates a natural collaboration and ensures the clients are not only given choice, but the best available.  This has resulted in our agency having one of the lowest acute care utilization rates in the State of Florida.    
External Assessments and Accreditations
Assessment/AccreditationYear
Awards & Recognition
Award/RecognitionOrganizationYear
HeroTampa Bay Lightening Foundation2012
Risk Management Provisions
Accident and Injury Coverage
Blanket Personal Property
Commercial General Liability
Workers Compensation and Employers' Liability
Risk Management Provisions
Government Licenses
Organization Licensed by the Government No
Plans
Fundraising Plan No
Communication Plan No
Strategic Plan No
Strategic Plan Years 2
Strategic Plan Adopted Mar 2012
Management Succession Plan Yes
Continuity of Operations Plan Yes
Policies
Nondiscrimination Policy No
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy No
Policies and Procedures Yes
Comments
Multi-Media Comments by Organization
In 2013, CASL will create a Facebook Page, Twitter and Blog to connect to our community.
Other Documents
Other Document 2
Heather Testimonial
Board Chair
Board Chair Ms Rebecca U Stoner
Company Affiliation Kerkering, Barberio & Co.
Board Term Jan 2015 to Dec 2016
Board Chair Email
Board Members
Board Members
NameAffiliation
Steve W. Armstrong TreasurerSteve's Pest Control
Howard H. Hedley Vice PresidentVice President
Ms. Diane Kreisman Community Volunteer
JOHN (JACK) G. O'Neil SecretaryCommunity Volunteer
Mr. Charles E. Richards Retired from U.S. Army Reserves, Florida Power and Light and Sarasota County Commission
Rebecca U Stoner PresidentKerkering, Barberio & Co.
Richard A Ulrich EsqCommunity Volunteer
Domingo Valladares Community Volunteer
Constituency Includes Client Representation Yes
Board Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 7
Hispanic/Latino 1
Native American/American Indian 0
Other 0 0
Board Gender
Male 5
Female 3
Unspecified 0
Governance
Board Term Lengths 2
Board Term Limits 4
Board Orientation Yes
Number of Full Board Meetings Annually 6
Board Meeting Attendance % 70
Board Self-Evaluation No
Written Board Selection Criteria No
Board Conflict of Interest Policy Yes
% of Board Making Monetary Contributions 100
% of Board Making In-Kind Contributions 60
Standing Committees
Audit, Compliance and Controls
Finance
Fiscal Year Projections
Fiscal Year Begins 2016
Fiscal Year Ends 2016
Projected Revenue $3,000,000.00
Projected Expenses $2,900,000.00
Organization has Endowment Yes
Endowment Value $236,226.00
Endowment Spending Policy Income Only
Capital Campaign
In a Capital Campaign No
Campaign Purpose
Campaign Goal
Campaign Dates 0 to 0
Amount Raised To Date 0 as of 0
Anticipate Campaign within 5 years? No
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 Year201520142013
Foundation and
Corporation Contributions
$0$0$0
Government Contributions$1,245,169$679,656$490,020
Federal$0$0$0
State$0$0$0
Local$0$0$0
Unspecified$1,245,169$679,656$490,020
Individual Contributions$290,518$287,267$256,448
$0$0$0
$1,637,142$1,585,800$1,530,531
Investment Income, Net of Losses$536$480$543
Membership Dues$0$0$0
Special Events$0$0$225
Revenue In-Kind$0$153,950$154,200
Other$5,627$83,843$252,629
Expense Allocation
Fiscal Year201520142013
Program Expense$2,813,241$2,232,478$2,025,339
Administration Expense$452,730$350,828$302,299
Fundraising Expense$64,938$52,727$47,330
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses0.951.001.07
Program Expense/Total Expenses84%85%85%
Fundraising Expense/Contributed Revenue4%5%6%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$8,080,843$7,296,579$7,022,370
Current Assets$432,987$1,098,760$252,225
Long-Term Liabilities$5,498,377$3,701,117$4,084,877
Current Liabilities$516,516$1,377,595$720,639
Total Net Assets$2,065,950$2,217,867$2,216,854
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountRoom Revenue - Residents $1,573,893Room Revenue - Residents $1,539,912Room Revenue - Residents $1,481,319
Second Highest Funding Source & Dollar AmountGovernment Grants - Unspecified $1,245,169Government Grants - Unspecified $679,656Govertnment Grants - Unspecified $490,020
Third Highest Funding Source & Dollar AmountContributions, gifts, grants $290,518Contributions, gifts, grants $287,267Contributions, gifts, grants $256,448
CEO/Executive Director Compensation $50,001 - $75,000
Tax Credits No
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities0.840.800.35
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets68%51%58%
Financials Comments
Financial Comments by Organization
The need for additional housing is significant as well as the challenge of sustaining people with disabilities on their SSI income.  Due to this, the CASL board has made it a priority to develop our endowment fund in order to help those who do not have adequate income or funding to reside in supportive housing.  In 2011, CASLs' board created the Fortress Society for the purposed of building our endowment fund. 
Financial Comments by Foundation Financial information taken from IRS Form 990.  Individual contributions include foundation and corporate support.  Federal tax returns do not reconcile to financial compilations/audited financial statements provided.
Nonprofit Community Assisted And Supported Living Inc
Address 1401 16TH St
Sarasota, FL
Phone 941 225-2373

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-02471.