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SHARED HOUSING OF NEW ORLEANS INC Organization Name provided in the GuideStar Exchange* as of 06/12/2012: SHARED HOUSING OF NEW ORLEANS INC

Organization Name as listed in the IRS Business Master File as of 06/09/2014: SHARED HOUSING OF NEW ORLEANS INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.

 
New Orleans, LA
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GuideStar Summary

&1002;                GuideStar Exchange Committed to transparency ?
This organization is a Bronze-level GuideStar Exchange participant, demonstrating its commitment to transparency.

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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is not available
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Basic Organization Information

SHARED HOUSING OF NEW ORLEANS INC Organization Name provided in the GuideStar Exchange* as of 06/12/2012: SHARED HOUSING OF NEW ORLEANS INC

Organization Name as listed in the IRS Business Master File as of 06/09/2014: SHARED HOUSING OF NEW ORLEANS INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Physical Address: New Orleans, LA 70175 5316
EIN: 72-1132780
Web URL: www.sharedhousingofneworleans.org 
NTEE Category: P Human Services
P20 Human Service Organizations
L Housing, Shelter
L30 Housing Search Assistance
S Community Improvement, Capacity Building
S99 Community Improvement, Capacity Building N.E.C.
Ruling Year: 1989 


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Mission Statement

Shared Housing of New Orleans keeps elderly and/or disabled homeowners from going to nursing homes that do not want to or need to be there. We match them with individuals who need a place to live.. There is an even exchange of room and board by the homeowner for light housework and companionship by the homeseeker. Our mission is to prevent the unnecessary institutionalization of elderly and disabled homeowners. Also we attempt to reduce homelessness by providing a transitional housing option for individuals seeking a place to stay. Independence and dignity are preserved in a mutually beneficial homesharing arrangement.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990-N.

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Annual Revenue & Expenses (GuideStar Exchange,
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June 2012)

Fiscal Year Starting:
Fiscal Year Ending:

Total Revenue $40,000
Total Expenses $53,000

Revenue & Expenses (GuideStar Exchange,
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June 2012)

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
IRS Form 990 is an annual document used by approximately one-third of all public charities to report information about their finances and operations to the federal government. GuideStar uses data from Form 990 to populate its database with financial information about nonprofit organizations. Posting Form 990 images on the GuideStar website is an ongoing process.

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Forms 990 Provided by the Nonprofit

Financial Statements

Audited Financial Statement is not available for this organization.

Annual Reports

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Leadership (GuideStar Exchange,
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June 2012)

Marion Strauss

Leadership Statement:

President/Director Marion Strauss writes:     Working as an Occupational Therapist at a large hospital in a Department of Psychiatry, I often saw the placement "disposition" of elderly and/or disabled individuals who entered the hospital because of severe depression, as indefinite placement at a Nursing Home. These homeowners usually entered the hospital with symptoms including any or all of the following: not eating properly, not sleeping well, not keeping the house clean when they had previously done so, not being able to enjoy life anymore, and with extreme loneliness. I strongly felt that, when there was no dementia, such individuals, who would have liked to return to their own homes, should have been allowed to go home. Symptoms leading to their hospitalization often related to the loss of a spouse, a recent stroke, having become newly blind, or some other bodily insult, such as a recent amputation, severe arthritis or Parkinsonism. Sometimes the individual had suicidal thoughts. On the other side, we had the potential homeseeker, a person who was situationally depressed, who had recently lost a job, or who knows that, for some reason, he or she will not be able to pay the next month's rent. It seemed logical to try to "match" these two types of individuals.

Board Chair (GuideStar Exchange,
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June 2012)

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Board Co-Chair (GuideStar Exchange,
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June 2012)

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June 2012)

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Board Leadership Practices (GuideStar Exchange,
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June 2012)
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Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

Highest Paid Employee data is not available for this organization.

People information was last updated by the nonprofit in June 2012

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Programs

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June 2012)

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Impact Summary from the Nonprofit

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Organization Data Available

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