Residing Hope - Comprehensive Analysis Report

Summary

Residing Hope is a faith-based non-profit organization dedicated to empowering children and families through holistic care, operating with a vision centered on healing and restoration through the love of God. Established in 1908 as the Florida Methodist Orphanage, it rebranded in 2024 from Florida United Methodist Children's Home to Residing Hope, reflecting its Christian heritage and mission to restore hope. The organization provides critical services for children and families who have experienced abuse, neglect, abandonment, or family breakdown due to issues such as divorce, drug abuse, illness, parental death, the opioid epidemic, and human trafficking. Its significance in the non-profit and NGO industry lies in delivering comprehensive, evidence-based, and trauma-informed care across Florida.

1. Strategic Focus & Objectives

Core Objectives

Residing Hope's core objectives involve enabling children and families to experience the transforming love of Christ by providing a range of holistic services. These services aim to address the multifaceted challenges faced by vulnerable populations, focusing on healing and restoration.

Specialization Areas

The organization specializes in several key areas:

Therapeutic Residential Care: For children aged 4-17, utilizing the Teaching-Family Model.

Foster Care Services: Established in Hillsborough, Volusia, Flagler, and Broward Counties.

Independent Living Programs: For young adults aged 18-26 transitioning into adulthood.

Outpatient Counseling: Offered in multiple counties across Florida, including virtual options.

Montessori-based Early Childhood Education: Providing foundational learning.

Equine-Assisted Psychotherapy: Offered at its Madison Youth Ranch.

Career Development Programs: Including carpentry, cosmetology, and culinary arts, integrating academic with practical skill training.

Its unique value proposition lies in its Christian heritage and the implementation of evidence-based, strength-based, and trauma-informed approaches like the Teaching-Family Model, which prioritizes therapeutic relationships in family-style settings.

Target Markets

Residing Hope primarily targets children and families in Florida who have experienced abuse, neglect, abandonment, or family breakdown. This includes addressing the impact of the opioid epidemic and human trafficking on children and youth in the state.

2. Financial Overview

Funding History

As a non-profit 501(c)(3) organization, Residing Hope relies on planned giving, gifts, and bequests. It reported annual revenues between $5 million and $25 million (USD) and holds a 4-star rating from Charity Navigator, with a 100% score for Accountability & Finance. This indicates strong financial health, sustainability, and trustworthiness, along with a commitment to robust governance practices.

3. Product Pipeline

Key Products/Services

Therapeutic Residential Care:

Description: Provides a safe, structured, and nurturing environment for children aged 4-17 who have experienced significant trauma.

Development Stage: Established and ongoing.

Target Market/Condition: Children suffering from abuse, neglect, or abandonment.

Expected Timeline: Long-term care as needed by the child.

Key Features and Benefits: Utilizes the Teaching-Family Model (TFM) to foster social, relational, and interpersonal skills within family-style settings.

Foster Care Services:

Description: Facilitates placement of children with loving foster families and provides support to both children and foster parents.

Development Stage: Established and expanding.

Target Market/Condition: Children awaiting permanent placement or family reunification.

Expected Timeline: Ongoing as required by child welfare needs.

Key Features and Benefits: Offers comprehensive support in Hillsborough, Volusia, Flagler, and Broward Counties.

Independent Living Programs:

Description: Supports young adults aged 18-26 in their transition to self-sufficiency and adulthood.

Development Stage: Established and ongoing.

Target Market/Condition: Young adults aging out of foster care or requiring support for independence.

Expected Timeline: Varies per individual needs, typically 18-26 years of age.

Key Features and Benefits: Provides life skills training, educational support, and career development opportunities.

Outpatient Counseling:

Description: Offers trauma-focused counseling services provided by Adoption Competent Trained and Infant Mental Health therapists.

Development Stage: Established and offered virtually and in multiple counties.

Target Market/Condition: Children, families, and young adults needing mental health support, including early intervention for ages zero to five.

Expected Timeline: Continuous basis.

Key Features and Benefits: Emphasizes secure attachment and healthy emotional growth, with specialized training for specific age groups.

Montessori-based Early Childhood Education:

Description: Provides early childhood education through a Montessori approach at its Development Center.

Development Stage: Established and ongoing.

Target Market/Condition: Young children requiring early learning and developmental support.

Key Features and Benefits: Holistic educational approach fostering independence and cognitive growth.

Career Development Programs:

Description: Offers vocational training in fields such as carpentry, cosmetology, and culinary arts.

Development Stage: Established and ongoing.

Target Market/Condition: Youth and young adults seeking practical skills for future employment.

Key Features and Benefits: Integrates academic learning with practical skill training.

4. Technology & Innovation

Technology Stack

Residing Hope leverages specific methodologies for service delivery:

Teaching-Family Model (TFM): An evidence-based, strength-based, and trauma-informed care model, central to its residential programs. It focuses on building positive change through therapeutic relationships in family-style settings.

Trauma-Focused Outpatient Counseling: Therapists are Adoption Competent Trained, providing specialized care.

Infant Mental Health Services: Therapists are specifically trained for the zero to five-year-old population, emphasizing early intervention strategies for secure attachment and healthy emotional growth.

Montessori-based Early Childhood Education Development Center and Legacy Scholars Academy: In partnership with Volusia County Schools, incorporating a Social-Emotional Learning (SEL) component.

Standard Tracking Technologies: The organization's website utilizes cookies, beacons, tags, and scripts for service improvement and analysis.

5. Leadership & Management

Executive Team

Kitwana McTyer: President & CEO, leads overall strategic direction and operations.

Dr. Kevin Egan: Chief Operating Officer, oversees operations with a background in education, juvenile justice, and social services.

Veronica Minotti: Chief Financial Officer, manages financial affairs.

Elisabeth Gadd: Chief Development Officer, leads fundraising and development initiatives.

Cedric Davis: Vice President of Foster Care Services, oversees foster care programs.

Telma Mayfield: Vice President of Residential, manages residential care programs.

Nadine Heusner: Vice President of Outpatient Services, leads the outpatient counseling division.

Kisha Alvarez: Director of Independent Living, directs programs for young adults transitioning to independence.

Neva Baltzell: Director of Madison Youth Ranch, oversees the campus and specialized programs.

Shailen Barmeda: Director of Information Technology, manages IT infrastructure.

Trevis Bright: Director of Education, leads educational programs.

Rev. Brian Carr: Director of Church Relations, focuses on engagement with church communities.

Jayne Carroll: Director of Early Childhood Education, oversees the Montessori program.

Mark Cobia: Director of Marketing and Communications, manages public relations and external communications.

Yolaine Cotel: Director of Clinical Services, oversees clinical service delivery.

Nery Osorio Ewers: Director of Caminos Program, directs the Caminos Program.

Scott Gaston: Director of Safety and Risk Management, ensures safety protocols and risk mitigation.

Sherri Harvey: Controller, manages financial accounting.

Jennifer Hill: Director of Quality Assurance and Compliance, ensures program quality and regulatory compliance.

Yvonne Levesque: Executive Assistant to the President, provides administrative support.

Jennifer Lichtenwald: Director of Support Services, oversees support service functions.

Lynda Longson: Talent Acquisition Manager, manages recruitment and hiring.

Rev. Madeline Luzinski: Director of Pastoral Care, leads spiritual life programs.

Marie Mazzula: Director of Recreation and Activities, organizes recreational programs.

Aleundro McCray: Director of Residential Programming, oversees residential programming.

Scott Pendergrass: Director of Facilities, manages facilities.

Alissa Waters: Senior Director of Human Resources, leads human resources.

Yekertina “Tina” White: Director of Utilization Management, manages utilization review.

Recent Leadership Changes

The Florida United Methodist Children's Home officially rebranded as Residing Hope in 2024, a result of a six-year discernment journey to better reflect its expansive mission. Recent key appointments include:

Stephen Royer joining as Director of Residential Programs in September 2024.

Scott Gaston joining as Director of Safety and Risk Management in November 2025.

Nadine Heusner joining as VP of Outpatient Clinical Services in May 2025.

Yoliane Cotel transitioned into a new role in December 2025.

6. Talent and Growth Indicators

Hiring Trends and Workforce

Residing Hope employs between 51 and 200 individuals and currently has 19 open job positions, indicating active recruitment. Key roles being recruited likely align with its service areas, such as house parents, therapists, educators, and support staff for its residential, foster care, and outpatient programs.

Company Growth Trajectory Indicators

The organization has reported a 33% increase in total volunteer hours and a 92% increase in total hours provided by staff through community volunteering and outreach, signifying strong community engagement and growth in participation. Residing Hope served over 1,300 children last year through its various programs across Florida. The rebranding to "Residing Hope" also signals an evolutionary growth, intending to better represent its comprehensive care.

Employee Sentiment and Culture Insights

Employee sentiment from reviews is mixed, with appreciation for the impactful role in children's healing journeys but also concerns regarding compensation for "house parents" and a perceived disconnect between management and staff.

7. Social Media Presence and Engagement

Digital Footprint

Residing Hope maintains an active presence on Facebook, LinkedIn, and YouTube. These platforms are used for communication, outreach, and sharing the organization's story and impact. They engage the public and church members to promote their mission and encourage support, aligning their brand messaging with their Christian heritage and mission of restoring hope.

8. Recognition and Awards

Industry Recognition

Residing Hope has received significant recognition for its accountability and commitment to best practices:

Charity Navigator: Holds a 4-star "Great" rating with an outstanding 100% score for Accountability & Finance.

EAGLE (Educational Assessment Guidelines Leading toward Excellence): Reaccredited by EAGLE, the only faith-based accrediting body in the United States for human services organizations.

COA (Council of Accreditation): Reaccredited by COA, an international recognition for meeting or exceeding best practice standards in caring for children and families.

These accolades underscore the organization's adherence to high standards in governance, financial management, and service quality.

9. Competitive Analysis

Major Competitors

Residing Hope operates within the Florida child welfare services system as a Community-Based Care (CBC) Child Placing Agency (CPA) provider. Major competitors offering similar child and family services in Florida include:

Children's Home Society of Florida: A large non-profit offering foster care, adoption, and other family services.

Devereux Foundation: Provides a range of services for children and adults with emotional, behavioral, and cognitive differences.

Neighbor To Family: Focuses on keeping siblings together in foster care.

Florida Baptist Children's Home DBA One More Child: Provides foster care, adoption, and family support services with a faith-based approach.

National Youth Advocate Program: Offers foster care, mental health services, and community-based programs.

Kids In Distress, Inc. (KID): Provides family preservation, foster care, and residential programs to prevent child abuse.

Lutheran Services Florida (LSF): Offers adoption, foster care, early education, and refugee services.

Safe Children Coalition: Focuses on protecting children, promoting safe families, and building a stronger community.

Residing Hope's competitive positioning is strengthened by its faith-based, holistic, and trauma-informed approach, including its unique Teaching-Family Model and specialized programs like equine-assisted psychotherapy and career development.

10. Market Analysis

Market Overview

The Adoption & Child Welfare Services industry in Florida is substantial, with an estimated market size of $2.9 billion in 2026. The industry experienced an average annual growth rate of 4.2% from 2020 to 2025. In 2026, the sector comprises 2,920 businesses and employs 18,029 individuals in Florida, with both metrics showing consistent growth.

Florida's child welfare agencies expended $34.3 billion in federal, state, local, and other funds in State Fiscal Year (SFY) 2022. The Florida Abuse Hotline received significant contacts, indicating an ongoing and substantial need for child welfare services. Although the number of children receiving an investigation or alternative response has increased since SFY 2020, the number served in foster care has decreased. The Department of Children and Families was appropriated nearly $1.4 billion for FY 2024-2025 for child welfare services, signaling continued governmental investment in this critical sector.

11. Strategic Partnerships

Florida United Methodist Foundation: This long-standing partnership provides investment management and planned giving platform support, contributing to Residing Hope's financial stability and development initiatives.

Florida Department of Children and Families (DCF): As a recognized Child Placing Agency (CPA) provider within Florida's Community-Based Care (CBC) system, Residing Hope collaborates with DCF to deliver essential child welfare services.

Volusia County Schools: A partnership for the Legacy Scholars Academy, which includes specialized educational programming and a Social-Emotional Learning (SEL) component, enhancing the educational offerings for children in their care.

12. Operational Insights

Residing Hope's operational strategy is distinguished by its faith-based, holistic, and trauma-informed care model, deeply embedded across all services. The organization utilizes a "house parent" model in residential care, fostering family-style relationships crucial for social and emotional development. Each child receives comprehensive behavioral health assessments to develop individualized care plans.

Operational strengths include:

Broad Accessibility: Services are delivered across two main campuses (Enterprise and Madison Youth Ranch) and extend through satellite offices and virtual counseling across multiple Florida counties.

Longevity and Adaptability: Over a century of operation, highlighted by the recent rebranding, demonstrates the organization's ability to evolve and meet changing needs within the child welfare landscape.

Strong Governance: Evidenced by its 4-star Charity Navigator rating and multiple accreditations (EAGLE, COA), reflecting adherence to high standards.

Areas for improvement, as suggested by employee sentiment, include addressing concerns regarding "house parent" compensation and fostering greater perceived connectivity between management and staff.

13. Future Outlook

Strategic Roadmap

Residing Hope's strategic roadmap focuses on the continued delivery and expansion of its Christ-centered, evidence-based care and holistic services. The organization aims to continue empowering children and families to experience healing and restoration. Planned initiatives likely include:

Expanding the reach of foster care and outpatient services into new counties.

Enhancing career development and independent living programs to improve long-term outcomes for youth.

Further integrating innovative therapeutic approaches like equine-assisted psychotherapy.

Leveraging its strong community engagement through increased volunteerism and outreach.

Growth Strategies

Growth strategies will likely focus on leveraging its accredited status and strong financial health to secure additional funding, expand program capacity, and forge new partnerships. Emphasizing its unique faith-based, trauma-informed model can help differentiate it in a competitive market.

Expansion Opportunities

Expansion opportunities include extending its geographic footprint for foster care and outpatient services within Florida, developing new specialized programs to address emerging needs (e.g., specific aspects of the opioid crisis or human trafficking), and potentially increasing capacity at its existing campuses.

Future Challenges and Mitigation Strategies

Future challenges may include navigating the complex funding landscape for non-profits, addressing workforce retention challenges (particularly for frontline staff like house parents), and adapting to evolving child welfare policies and needs. Mitigation strategies include continuous fundraising efforts, competitive compensation and benefits packages, robust training and professional development, and maintaining strong advocacy efforts to influence policy.