Three-Year Accreditation. CARF Survey Report for Abilities, Inc. of Florida dba ServiceSource

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1 Three-Year Accreditation CARF Survey Report for Abilities, Inc. of Florida dba ServiceSource

2 Organization Abilities, Inc. of Florida dba ServiceSource 2735 Whitney Road Clearwater, FL Organizational Leadership Francis Burke, Board Member Janet Samuelson, President/CEO Bruce Patterson, Executive Vice President/COO Dennis Dapolito, Executive Director Frank DeLucia, Interim Regional Executive Director Dianne Duncan, Director of Employment & Evaluation Services Three-Year Accreditation Survey Dates May 13-15, 2015 Survey Team Marcy Nelson, M.S., Administrative and Program Surveyor Vic Gable, Program Surveyor Robert J. Melnick, Program Surveyor Programs/Services Surveyed Community Employment Services: Employment Supports Community Employment Services: Job Development Comprehensive Vocational Evaluation Services Governance Standards Applied Previous Survey November 30-December 2, 2011 Three-Year Accreditation Survey Outcome Three-Year Accreditation Expiration: January 2018

3 SURVEY SUMMARY Abilities, Inc. of Florida dba ServiceSource has strengths in many areas. ServiceSource, through the corporate center, is committed to its mission to deliver exceptional services to individuals with disabilities through innovative and valued employment, training, habilitation, housing and other support services. The leadership at all levels is focused on developing and designing services that meet the needs of the communities in which the programs operate. Services across the organization are of high quality and focused on the participants individual needs. The leadership is commended for the organization s well-written and ethical governance policies and practices. The board members actively serve on board committees, advocate on behalf of the organization, participate in the organization s events, and represent ServiceSource in the community. The annual board assessment was recently updated based on input and best practices research, and assessment results are continuously used to improve ongoing practices. The board process for review and approval of executive compensation is excellent and very well documented. The organization is led by an experienced and dedicated regional executive director and leadership team. Members of the leadership have long tenure with ServiceSource and, without exception, demonstrate a strong commitment to mission-driven operations as well as a spirit of collaboration and cooperation across the organization. Led by the leadership, the staff members demonstrate dedication to person-centered service delivery and display excellent rapport with the participants. The organization has done an excellent job of increasing its community relations initiatives and fund development efforts. There are goals to continue the campaign with a focus on the improvement of program locations as well as future program development. ServiceSource has developed excellent enterprise risk management practices to mitigate risk in the highly complex organization. The leadership uses a heat map to rate risks based on their potential likelihood and impact. It identifies the top organizational risks and assigns high level risks to a responsible owner to develop a mitigation plan. Quarterly reports of actions taken to reduce risk are required from the responsible owner. Additionally, the organization has a leadership position whose responsibilities focus on safety and risk management across the organization. Monthly reports are shared with the leadership that outline risk activity and display key organizational metrics related to risk management. Feedback from the organization s insurance carrier rates the risk management practices of ServiceSource as best in class. The organization has done an excellent job of decreasing employee risk, and it has achieved a dramatic drop in workers compensation costs. Risk management is facilitated through a multistep approach that includes a strong safety program, training and reinforcement at all levels, and management s dedication to improving the staff experience factor. Page 2

4 The organization has developed an effective structure to monitor its health and safety efforts. Safety committees operate in each of its regional organizations, and the chairs of each committee meet on a monthly basis to discuss corporatewide safety initiatives. This structure encourages information sharing and problem solving across the regions. Annual goals related to safety are set at the enterprise and regional levels and carefully monitored by the safety chair committee. ServiceSource s excellent human resource processes are managed at the corporate level to ensure that consistency is maintained across the organization. Staff development and training is of high quality and in evidence for all employees. The organization has developed human resource information systems to track training, performance reviews, and other personnel information. The organization is commended for implementing financial practices that have led to a long history of apparent financial stability and solvency. Detailed reports are shared with the leadership and board in an understandable manner to guide prudent decision making related to financial matters. The budgeting process begins in each operational area, with managers detailing the resources they need to meet strategic goals, and leads to transparency in the annual process. The organization enjoys an excellent reputation with the Florida Division of Vocational Rehabilitation, the public schools, employers, the participants, and other stakeholders for having a high level of professionalism, dependability, and follow through. Its service hallmarks also include the establishment of personal relationships with the participants as well as expectations for their achievement, and the provision of individualized supports that promote the participants success. ServiceSource is recognized for providing excellent printed materials and valuable information in easy-to-understand formats to the staff members, the participants, and the community. The organization s communications are clear and concise, and the use of well-branded materials promotes its credibility as a provider. ServiceSource s Professional Education Series provides continuing education units (CEUs) through nationally known speakers for employees, community providers, and mental health professionals. The educational offerings are presented in person and through webinars, and they appear to be an excellent way to positively impact the provider community, to provide high quality training to the staff members, and to market the organization. The organization has a low level of staff turnover. The staff members are compensated based on the work done and cost of living in their work area. The staff members are eligible for salary increases through a merit system that is based on meeting the goals established during their performance reviews. Employees successes are celebrated through annual regional dinners and well-attended social events. ServiceSource s culture supports and motivates the staff members, and the members of leadership are well respected and viewed by stakeholders as competent and trustworthy. The organization is complimented for holding an Annual Service Excellence Awards Luncheon, during which the participants and staff members are recognized for their individual work and accomplishments. The staff members submit nominations in several categories, including the New Horizon Award and private sector Employee of the Year award for the participants, Placement Specialist of the Year, and Rehabilitation Professional of the Year. The luncheon is the occasion for the celebration of accomplishments and successes, and it is just one part of a two-day event that includes all staff members. Page 3

5 Funder/referral entities uniformly speak highly about ServiceSource and the employment services staff members. They are very complimentary regarding the staff members communications, professionalism, enthusiasm, and willingness to take on participants with the most significant needs. Employers express overwhelming confidence in the employment services staff members. They comment that the participant candidates presented to them for hiring consideration are wellmatched to the respective job expectations. They further state that hired participants are supported during team on-boarding, and that, as employers, they very much appreciate the ongoing availability of the staff members support. ServiceSource s vocational evaluations are comprehensive and thorough. The evaluator provides a clear, concise, and comprehensive report that reflects the participant s needs. It is evident that time and consideration goes into the determination of which supports might best suit the participant in his or her employment search. The organization works closely with employers to develop individualized supports that are designed to result in successful employment outcomes. Feedback from employers indicates that specific job carving techniques and reasonable accommodations have had a very positive impact on the participants successes and overall work environments. Employment specialists are well versed regarding the participants specific needs and the requirements of each employment location. The employers state that the employment specialists performance consistently exceeds their expectations in all areas. Across the board, the participants make it clear that the staff members listen to and respect them, and that they are very responsive to their individual needs, desires, and wants. They share that they appreciate the staff members professionalism, communication, and commitment to their individual situations, and that the staff members are true partners in their personal successes. It is evident that the participants are well informed about the development of their employment plan, and that they are actively engaged in designing short- and long-term objectives. Their input and person-specific outcomes are reflected in the individualized service plan documents. The Ocala/Lecanto employment services team is composed of a cohesive group of dedicated professionals who provide meaningful employment options for the participants. Their comprehensive vocational evaluations are customized with concrete recommendations that are individualized to the participant s needs. They develop thorough employment plans, are creative in their sales approach, and foster meaningful relationships with community employers that result in positive outcomes for the participants. The very talented and enthusiastic Clearwater/St. Petersburg employment services team routinely facilitates outstanding employment outcomes for the participants. Team members vocational evaluations launch meaningful employment plans that result in careers, rather than just jobs. Placement team members utilize a solid business approach to finding job opportunities that ensures that both the participants and employers are satisfied with the outcomes attained. ServiceSource is recognized for providing well-respected employment services in the Tallahassee region. Stakeholders state that they value the highly effective services, and they cite the team s timely communications, respect, and advocacy as hallmarks of this operation. The organization is considered the go to provider of employment services for the participants with hearing Page 4

6 impairments because team members are very well versed in and equipped with the skills needed to support the participants needs. The Tallahassee employment team participates in a wide variety of collaborative community events, committees, and trainings and seminars, including the Big Bend Transition Council, Florida Agricultural and Mechanical University, University of South Florida, and the Regional Transportation Committee. The team is recognized as a valued resource, and its members often take the lead role in these functions. The ServiceSource Warrior Bridge program provides supports for veterans seeking employment, self-sufficiency, and improved quality of life, and links them to helpful resources. The personal relationships developed with homeless veterans appear to be key to the program s success. Motivational counseling, combined with real-world expectations, prepare the veterans to find jobs. The staff members leverage donations in support of the veterans. For example, both male and female veterans utilize donated clothing for job interviews and work clothing and donated funds are used to purchase items veterans need to establish a permanent home. Donated items are presented to the veterans in a dignified setting that is clean and attractive. One-time financial assistance is also available to pay for items the veterans need before they could be employed such as the reinstatement of a driver s license, transportation, or a permit to carry weapons for a security position. The assistance is also used to meet other veteran-related expenses that cannot be covered by other means. The veterans are extremely grateful for the supports they receive. Previously homeless veterans, as well as Veterans Administration (VA) counselors, express gratitude for ServiceSource s fundraising efforts that facilitate the veterans return to work. Warrior Bridge Mall veterans credit ServiceSource with enabling male and female veterans to make critical differences in their lives by supporting them to find and maintain employment. The staff members of the VA speak of Warrior Bridge in glowing terms. Warrior Bridge has been so successful in getting veterans back to work that it has begun to be replicated in other ServiceSource sites. Abilities Inc. of Florida dba ServiceSource should seek improvement in the areas identified by the recommendations in the report. Consultation given does not indicate nonconformance to standards but is offered as a suggestion for further quality improvement. On balance, Abilities, Inc. of Florida dba ServiceSource provides exceptional comprehensive vocational evaluation services and community employment services that produce bottom-line outcomes and have earned it the respect and appreciation of the participants, staff members, employers, funding/referral sources, and other stakeholders. It is clear that the organization is committed to ongoing performance improvement. Abilities, Inc. of Florida dba ServiceSource demonstrates substantial conformance to the CARF standards. Although there are a few areas for improvement, they are scattered throughout the standards sections and minimal in comparison to the organization s strengths. The receptivity of the leadership and staff members to the consultation and other feedback provided during this survey instills confidence that Abilities, Inc. of Florida dba ServiceSource possesses the willingness and capacity to bring it into full conformance to the CARF standards. Abilities, Inc. of Florida dba ServiceSource has earned a Three-Year Accreditation. The board, leadership, and staff members are recognized for their efforts in pursuit of international accreditation. They are encouraged to use their resources to address the opportunities for improvement noted in this report and to continue to utilize the CARF standards on an ongoing basis as guidelines for continuous quality improvement. Page 5

7 SECTION 1. ASPIRE TO EXCELLENCE A. Leadership CARF-accredited organizations identify leadership that embraces the values of accountability and responsibility to the individual organization s stated mission. The leadership demonstrates corporate social responsibility. Leadership structure Leadership guidance Commitment to diversity Corporate responsibility Corporate compliance B. Governance The governing board should provide effective and ethical governance leadership on behalf of its owners /stakeholders interest to ensure that the organization focuses on its purpose and outcomes for persons served, resulting in the organization s long-term success and stability. The board is responsible for ensuring that the organization is managed effectively, efficiently, and ethically by the organization s executive leadership through defined governance accountability mechanisms. These mechanisms include, but are not limited to, an adopted governance framework defined by written governance policies and demonstrated practices; active and timely review of organizational performance and that of the executive leadership; and the demarcation of duties between the board and executive leadership to ensure that organizational strategies, plans, decisions, and actions are delegated to the resource that would best advance the interests and performance of the organization over the long term and manage the organization s inherent risks. The board has additional responsibilities under the domain of public trust, and as such, it understands its corporate responsibility to the organization s employees, providers, suppliers, and the communities it serves. Page 6

8 Ethical, active, and accountable governance Board composition, selection, orientation, development, assessment, and succession Board leadership, organizational structure, meeting planning, and management Linkage between governance and executive leadership Corporate and executive leadership performance review and development Executive compensation C. Strategic Planning CARF-accredited organizations establish a foundation for success through strategic planning focused on taking advantage of strengths and opportunities and addressing weaknesses and threats. Strategic planning considers stakeholder expectations and environmental impacts Written strategic plan sets goals Plan is implemented, shared, and kept relevant D. Input from Persons Served and Other Stakeholders CARF-accredited organizations continually focus on the expectations of the persons served and other stakeholders. The standards in this subsection direct the organization s focus to soliciting, collecting, analyzing, and using input from all stakeholders to create services that meet or exceed the expectations of the persons served, the community, and other stakeholders. Page 7

9 Ongoing collection of information from a variety of sources Analysis and integration into business practices Leadership response to information collected E. Legal Requirements CARF-accredited organizations comply with all legal and regulatory requirements. Compliance with all legal/regulatory requirements F. Financial Planning and Management CARF-accredited organizations strive to be financially responsible and solvent, conducting fiscal management in a manner that supports their mission, values, and annual performance objectives. Fiscal practices adhere to established accounting principles and business practices. Fiscal management covers daily operational cost management and incorporates plans for long-term solvency. Budget(s) prepared, shared, and reflective of strategic planning Financial results reported/compared to budgeted performance Organization review Fiscal policies and procedures Page 8

10 Review of service billing records and fee structure Financial review/audit Safeguarding funds of persons served G. Risk Management CARF-accredited organizations engage in a coordinated set of activities designed to control threats to their people, property, income, goodwill, and ability to accomplish goals. Identification of loss exposures Development of risk management plan Adequate insurance coverage H. Health and Safety CARF-accredited organizations maintain healthy, safe, and clean environments that support quality services and minimize risk of harm to persons served, personnel, and other stakeholders. Inspections Emergency procedures Access to emergency first aid Page 9

11 Competency of personnel in safety procedures Reporting/reviewing critical incidents Infection control H.13.a.(1) through H.13.b.(3) The fire department conducts facility inspections for fire hazards; however, comprehensive health and safety inspections should be conducted at least annually by a qualified external authority and result in a written report that identifies the areas inspected, recommendations for areas needing improvement, and actions taken to respond to the recommendations. Additional inspections that address safety might address structural integrity, surface safety, air quality, adequacy of lighting, and ergonomic considerations/solutions that could help mitigate workers compensation insurance claims. These inspections are often offered at no cost by the provider s insurance carrier. Consultation Automated calling might be considered for making emergency notifications as an alternative to an organization phone tree. It could be accomplished through calls or texts and might provide a relatively inexpensive way to immediately contact the staff members and participants. ServiceSource utilizes borrowed space in state offices on an occasional basis; however, it is suggested that the organization develop creative ways for the staff members to implement emergency procedures in those settings. For example, an assigned staff member might call the office to announce an emergency drill, rather than using an auditory alarm. On-site staff members could then respond to the emergency as if an alarm has been sounded and document the test results. Some drills might also be practiced when the state offices conduct their tests of the emergency procedures. Although documentation of state office drills is not available, the staff members could document emergency tests and results and then develop performance improvement plans accordingly. I. Human Resources CARF-accredited organizations demonstrate that they value their human resources. It should be evident that personnel are involved and engaged in the success of the organization and the persons they serve. Adequate staffing Verification of background/credentials Recruitment/retention efforts Page 10

12 Personnel skills/characteristics Annual review of job descriptions/performance Policies regarding students/volunteers, if applicable J. Technology CARF-accredited organizations plan for the use of technology to support and advance effective and efficient service and business practices. Written technology and system plan K. Rights of Persons Served CARF-accredited organizations protect and promote the rights of all persons served. This commitment guides the delivery of services and ongoing interactions with the persons served. Communication of rights Policies that promote rights Complaint, grievance, and appeals policy Annual review of complaints Page 11

13 L. Accessibility CARF-accredited organizations promote accessibility and the removal of barriers for the persons served and other stakeholders. Written accessibility plan(s) Requests for reasonable accommodations M. Performance Measurement and Management CARF-accredited organizations are committed to continually improving their organizations and service delivery to the persons served. Data are collected and analyzed, and information is used to manage and improve service delivery. Information collection, use, and management Setting and measuring performance indicators Page 12

14 Consultation The organization is encouraged to ensure that the actual results of performance measures are expressed using the same terms in which the respective performance targets are stated. An example noted during the survey was performance targets that were set in percentages, for which outcomes were reported in whole numbers. N. Performance Improvement The dynamic nature of continuous improvement in a CARF-accredited organization sets it apart from other organizations providing similar services. CARF-accredited organizations share and provide the persons served and other interested stakeholders with ongoing information about their actual performance as a business entity and their ability to achieve optimal outcomes for the persons served through their programs and services. Proactive performance improvement Performance information shared with all stakeholders SECTION 2. QUALITY INDIVIDUALIZED SERVICES AND SUPPORTS A. Program/Service Structure A fundamental responsibility of the organization is to provide a comprehensive program structure. The staffing is designed to maximize opportunities for the persons served to obtain and participate in the services provided. Page 13

15 Services are person centered and individualized Persons are given information about the organization s purposes and ability to address desired outcomes Documented scope of services shared with stakeholders Service delivery based on accepted field practices Communication for effective service delivery Entrance/exit/transition criteria A.13.b. A.13.c. ServiceSource s release form indicates that all necessary information can be released to prospective employers, and its media and photo releases are not time limited. Releases of confidential information should be limited to the specific information identified and have a time limitation. Employer releases might describe information to be released as that related to accommodations required by the prospective employee to be successful, past work performance, and skills and abilities. It is suggested that photo and media releases be event specific. If appropriate, the photo release time limitation requested could be for the life of the publication rather than being specified for a future date. B. Individual-Centered Service Planning, Design, and Delivery Improvement of the quality of an individual s services/supports requires a focus on the person and/or family served and their identified strengths, abilities, needs, and preferences. The organization s services are designed around the identified needs and desires of the persons served, are responsive to their expectations and desired outcomes from services, and are relevant to their maximum participation in the environments of their choice. The person served participates in decision making, directing, and planning that affects his or her life. Efforts to include the person served in the direction or delivery of those services/supports are evident. Services are person-centered and individualized Persons are given information about the organization s purposes and ability to address desired outcomes Page 14

16 Consultation ServiceSource creates well-thought-out participant employment plans. As part of the planning process, the organization is encouraged to further clarify the concepts of cultural considerations and accommodations by providing both the staff member and participant a few examples of what these terms mean and why the information is important to the development of the overall employment plan. D. Employment Services Principle Standards An organization seeking CARF accreditation in the area of employment services provides individualized services and supports to achieve identified employment outcomes. The array of services and supports may include: Identification of employment opportunities and resources in the local job market. Development of viable work skills that match workforce needs within the geographic area. Development of realistic employment goals. Establishment of service plans to achieve employment outcomes. Identification of resources and supports to achieve and maintain employment. Coordination of and referral to employment-related services and supports. The organization maintains its strategic positioning in the employment sector of the community by designing and continually improving its services based on input from the persons served and from employers in the local job market, and managing results of the organization s outcomes management system. The provision of quality employment services requires a continuous focus on the persons served and the personnel needs of employers in the organization s local job market. Goals of the persons served Personnel needs of local employers Community resources available Economic trends in the local employment sector Page 15

17 Consultation It is suggested that ServiceSource review its processes for collecting and utilizing satisfaction information from employers and revise them to ensure that they are as effective and efficient as possible. The processes could be shared with prospective employers during initial informational sessions and/or be included in an employer handbook or as part of a fact sheet. SECTION 3. EMPLOYMENT AND COMMUNITY SERVICES An organization seeking CARF accreditation in the area of employment and community services assists the persons served through an individualized person-centered process to obtain access to the services, supports, and resources of their choice to achieve their desired outcomes. This may be accomplished by direct service provision, linkages to existing generic opportunities and natural supports in the community, or any combination of these. The persons served are included in their communities to the degree they desire. The organization provides the persons served with information so that they may make informed choices and decisions. Although we use the phrase person served, this may also include family served, as appropriate to the service and the individual. The services and supports are arranged and changed as necessary to meet the identified desires of the persons served. Service designs address identified individual, family, socioeconomic, and cultural preferences. Depending on the program s scope of services, expected results from these services/supports may include: Increased inclusion in community activities. Increased or maintained ability to perform activities of daily living. Increased self-direction, self-determination, and self-reliance. Self-esteem. Housing opportunities. Increased independence. Meaningful activities. Increased employment options. Page 16

18 Employment obtained and maintained. Competitive employment. Economic self-sufficiency. Employment with benefits. Career advancement. B. Evaluation Services Comprehensive Vocational Evaluation Services Comprehensive vocational evaluation services provide an individualized, timely, and systematic process by which a person seeking employment, in partnership with an evaluator, learns to identify viable vocational options and develop employment goals and objectives. A vocational evaluator or vocational specialist provides or supervises the services. An accredited comprehensive vocational evaluation service is capable of examining a wide range of employment alternatives. The following techniques are used, as is appropriate to the person being assessed, to provide comprehensive vocational evaluation services: Pre-evaluation assessment of assistive technology needs. Assessment of functional/occupational performance in real or simulated environments. Work samples. Employment exploration model. Psychometric testing. Preference and interest inventories. Personality testing. Extensive personal interviews. Other appropriate evaluation tests, depending on the individual. Analysis of prior work and/or volunteer experience and transferable skills. Vocational options identified Various exploratory techniques used by qualified evaluators Screenings are based on and answer referral questions Page 17

19 Information obtained is shared Employment goals Personnel meet applicable qualifications for the work Consultation The vocational evaluation program has a long-standing reputation of delivering quality evaluation services as part of the continuum of employment-related service delivery. ServiceSource is encouraged to consider further expanding the use of community-based evaluation to enrich the breadth of vocational evaluation reports, and to take into account environmental considerations that are often crucial to matching the participant with an appropriate career choice. Establishing situational assessment locations in the community might also enhance the overall vocational evaluation process and could result in the expansion of community partnerships, including additional employment opportunities. C. Community Employment Services Community employment services assist persons to obtain successful community employment opportunities that are responsive to their choices and preferences. Through a strengths-based approach the program provides person-directed services/supports to individuals to choose, achieve, and maintain employment in integrated community employment settings. Work is a fundamental part of adult life. Individually tailored job development, training, and support recognize each person s employability and potential contribution to the labor market. Persons are supported as needed through an individualized person-centered model of services to choose and obtain a successful employment opportunity consistent with their preferences, keep the employment, and find new employment if necessary or for purposes of career advancement. Such services may be described as individual placements, contracted temporary personnel services, competitive employment, supported employment, transitional employment, mobile work crews, contracted work groups, enclaves, community-based SourceAmerica contracts, and other business-based work groups in community-integrated designs. In Canada employment in the form of bona fide volunteer placements is possible. Individuals may be paid by community employers or by the organization. Employment is in the community. Page 18

20 Job Development Successful job development concurrently uses assessment information about the strengths and interests of the person seeking employment to target the types of jobs available from potential employers in the local labor market. Typical job development activities include reviewing local employment opportunities and developing potential employers/customers through direct and indirect promotional strategies. Job development may include facilitating a hiring agreement between an employer and a person seeking employment. Some persons seeking employment may want assistance at only a basic, informational level such as self-directed job search. Employment Supports Employment support services are activities that are employment-related to promote successful training of a person to a new job, job adjustment, retention, and advancement. These services are based on the individual employee with a focus on achieving long-term retention of the person in the job. The level of employment support services is individualized to each employee and the complexity of the job. Often supports are intensive for the initial orientation and training of an employee with the intent of leading to natural supports and/or reduced external job coaching. However, some persons may not require any employment supports at the job site; others may require intensive initial training with a quick decrease in supports, while some will be most successful when long-term supports are provided. Supports can include assisting the employee with understanding the job culture, industry practices, and work behaviors expected by the employer. It may also include helping the employer and coworkers to understand the support strategies and accommodations needed by the worker. Supports are a critical element of the long-term effectiveness of community employment. Support services address issues such as assistance in training a person to complete new tasks, changes in work schedule or work promotion, a decrease in productivity of the person served, adjusting to new supervisors, and managing changes in nonwork environments or other critical life activities that may affect work performance. Routine follow-up with the employer and the employee is crucial to continued job success. Integrated employment choice Integrated employment obtainment Employment provided in regular business settings Integrated employment retention Provides career advancement resources Page 19

21 Consultation The employment specialist is encouraged to continue to expand the network of job development contacts through increased use of agency networks, corporate and individual staff member contacts, and the utilization of the participant s circle of friends and family members to generate warm and hot leads that could result in the development of a career path and in enhanced communication, professionalism, and commitment to his or her individual situation. Page 20

22 PROGRAMS/SERVICES BY LOCATION Abilities, Inc. of Florida dba ServiceSource 2735 Whitney Road Clearwater, FL Community Employment Services: Employment Supports Community Employment Services: Job Development Comprehensive Vocational Evaluation Services Governance Standards Applied Abilities Inc. of Florida - Lecanto Office 2071 North Lecanto Highway Lecanto, FL Community Employment Services: Employment Supports Community Employment Services: Job Development Comprehensive Vocational Evaluation Services Abilities Inc. of Florida - Tallahassee Office 2325 Hansen Court Tallahassee, FL Community Employment Services: Employment Supports Community Employment Services: Job Development Comprehensive Vocational Evaluation Services Page 21