PLATINUM2024

Hospitality House of Northwest North Carolina

Helping Rebuild Lives Since 1984

aka Hospitality House   |   Boone, NC   |  www.hosphouse.org

Mission

The mission of Hospitality House is to rebuild lives and strengthen community by providing a safe, nurturing, healthy environment in which individuals and families experiencing homelessness, hunger and poverty-related crises are equipped to become self-sufficient and productive.

Ruling year info

1985

Executive Director

Ms. Tina Butler Krause

Chief Development Director

Todd Ashley Carter

Main address

PO Box 309

Boone, NC 28607 USA

Show more contact info

EIN

56-1442966

NTEE code info

(Temporary Shelter For the Homeless) (L41)

Food Banks, Food Pantries (K31)

Independent Housing for People with Disabilities (L24)

IRS filing requirement

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

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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Housing is a human right. We work to end homelessness by stably housing individuals and families utilizing the "housing first" model. #endhomelessness No one should ever go hungy. We operate 24/7/365 to providing food (and even growing our own) to anyone who is hungry. #solvehunger No household should have to choose between medicine or heat or rent or food. We provide crisis assistance to keep households living in poverty from falling into homelessness. #fightpoverty

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Scattered Site Housing

Scattered Site Housing (one of our five housing programs) consists of fourteen (14) leased properties (apartments, homes and duplexes) in Watauga and Wilkes counties providing stability and case management for families and individuals with disabilities or mental illness. We are seeking to further expand this program in Wilkes and into Ashe county.

Population(s) Served
Homeless people
People with disabilities

Our Emergency Shelter is comprised of two male dorms and two female dorms that house a total of 24 residents with a potential for 15 overflow beds. The dedicated service coordinator counsels each client, evaluating their homeless situation, guiding them through the steps to begin rebuilding their lives while providing the structure of accountability they need to be successful. To stay in the Emergency Shelter one must provide verification of homelessness.

Population(s) Served
Homeless people
Unemployed people

Where we work

Awards

Best of Affordable Housing 2012

North Carolina Housing Finance Agency

Best of the Best: Nonprofit 2021

Watauga Democrat

Best of Boone: Nonprofit 2023

The Appalachian

National Leader in Ending Family Homelessness 2023

Bezos Day 1 Families Fund

Best of Boone: Nonprofit 2024

The Appalachian

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of print, radio, or online ads developed

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of meetings held with decision makers

This metric is no longer tracked.
Totals By Year
Type of Metric

Other - describing something else

Direction of Success

Holding steady

Number of overall donors

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Number of evaluations conducted

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Families, Substance abusers, Economically disadvantaged people, Unemployed people

Type of Metric

Other - describing something else

Direction of Success

Holding steady

Number of families served

This metric is no longer tracked.
Totals By Year
Population(s) Served

Homeless people

Related Program

Emergency Shelter

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of bed nights (nights spent in shelter)

This metric is no longer tracked.
Totals By Year
Population(s) Served

Homeless people

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Pounds of produce grown

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Hours of volunteer service

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Total dollars distributed for utilities assistance

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of meals served or provided

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Percent of clients served actively fleeing Domestic Violence

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people, Victims and oppressed people

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of people no longer living in unaffordable, overcrowded housing as a result of the nonprofit's efforts

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Utilizing our seven core values below we strive for a community where every individual and family thrives. Working to end homelessness, alleviate hunger and provide opportunities for those living in poverty, we employ a "housing first" model, seeking to stably house as many individuals and families as possible.

Compassion for all
Respect for every individual's path, situation, and place in life.
Dignity in action and example.
Integrity of intent and behavior.
Sustainability of life, community, and environment.
Ownership of the mission.
Initiative to be innovative, creative leaders in the community

The mission of Hospitality House is to rebuild lives and strengthen community by providing a safe, nurturing, healthy environment in which individuals and families experiencing homelessness and poverty-related crises are equipped to become self-sufficient and productive.

Our programs provide intensive case management, goal setting, skill building, mental health counseling and 24-hour support. Provides a crisis intervention and homeless prevention program; and Provides a licensed clinical therapist to care for those with substance abuse and other behavioral health disorders.

Hospitality House enters all clients served into a North Carolina homeless management data base and a federal homeless management data base (HMIS: Homeless Management Information Systems) as partial fulfillment of our federal and state grant contracts. We also generate additional internal reports to track specific metrics identified to evaluate program effectiveness as well monitor each participant’s progress within our programs. Each program participant receives intensive case management. The case manager (Service Coordinator) develops an Individual Service Plan with each program participant, assists with information and referral for needed services, and closely monitors and documents progress for established goals. A Program Goal Sheet is maintained in each participant's file and updated as goals are achieved.

Hospitality House operates six housing and shelter programs to serve the seven county rural region with a range of necessary supportive services and housing interventions including: Homeless Prevention/Rental and Utility Assistance, Emergency Shelter, Transitional Housing, Rapid Rehousing, Permanent Supportive Housing and a six month Winter Seasonal Shelter. Each housing program provides a different level of case management to help reach the overarching goal of housing and supporting those community members with the highest needs to achieve independence and stability in our community. Hospitality House employs the Housing and Urban Development's best practice of Housing First, meaning low income individuals and families facing homelessness, are placed in a safe unit in an available program “first”, and then supportive services and case management are wrapped around the family to address their particular needs to help them stabilize and achieve independence. Along with multiple housing and supportive programs for homeless households, Hospitality House hosts programs that support poverty initiatives including the Bread of Life Community Kitchen and Food Pantry, which is a designated Second Harvest Food Bank of Northwest, N.C. Since opening the new facility on Brook Hollow Road in 2011, the community kitchen and pantry program have significantly increased the number of meals served and emergency food boxes distributed in the region’s only operational seven day a week food pantry.

In 2019, we provided 39,754 nights of housing, food, and supportive services provided at $32 per person per day in one of six housing programs. Programs consist of Emergency Shelter, Winter Seasonal Shelter, Rapid Rehousing, Permanent Supportive Housing, Transitional Housing and Scattered Site Housing.

Due to the Department of Housing and Urban Development canceling payment for traditional Transitional Housing Programs, Hospitality House transitioned its client focus to serving victims of Domestic Violence, Sexual Assault, and Human Trafficking. The program now is considered a Joint Transitional/Permanent-Rapid Rehousing Program and replaced the Transitional Housing Program in October 2019. We were one of only five agencies in the state awarded this new designation.

In 2019 we served a total of 411 total individuals equaling 358 adults and 53 children. Of those served, 16% were considered chronically homeless (meaning they were homeless for 1 year or more and have a disabling condition), and 30% were actively fleeing domestic violence. We successfully exited 120 of those individuals into stable, independent housing.

We've successfully increased the number of individuals exited to stable housing each year. We are actively looking to expand our housing footprint and get even more individuals and families safelyl housed.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, It is difficult to get honest feedback from the people we serve

Financials

Hospitality House of Northwest North Carolina
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Operations

The people, governance practices, and partners that make the organization tick.

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lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Hospitality House of Northwest North Carolina

Board of directors
as of 07/17/2024
SOURCE: Self-reported by organization
Board chair

Ron McInnes

Retired

Term: 2021 - 2024

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    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? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 9/12/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

The organization's co-leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

Equity strategies

Last updated: 10/27/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.