Atlanta Mission
Ending Homelessness
Programs and results
What we aim to solve
The City of Atlanta is home to over one-third of the state’s homeless population of nearly 10,000. While many service providers only meet the critical needs of men, women, and children experiencing homelessness, Atlanta Mission goes deeper to address the root causes of each individual’s need. Of the vulnerable men, women, and children we serve every day: 81% have experienced physical or sexual abuse; 58% report symptoms of trauma; 57% have a chronic medical condition; 55% spend their free time alone; 46% are under/unemployed; and 28% report drug or alcohol abuse. At Atlanta Mission, we meet clients where they are in their unique circumstances, regardless of race, gender, religion, or background. We provide services to promote physical, emotional, spiritual, social, and vocational development. Our goal is to equip our clients with the tools they need to be independent and give them the encouragement they need to break the cycle of poverty in their lives.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Transformational Services
Since 1938, Atlanta Mission has been a beacon of hope for those facing homelessness. Starting as a soup kitchen and a 20-bed shelter, we have grown to operate five facilities with 855 beds offering a range of transformational services. Today, we are the largest and longest-running provider of homeless services in Metropolitan Atlanta and Northeast Georgia, serving up to 1,000 men, women, and children every day and 7,000 each year across four campuses. Atlanta Mission operates two facilities for women and children, the Atlanta Day Shelter and My Sister’s House, a campus for men, The Shepherd’s Inn, which includes transitional housing at Fuqua Hall, and a campus for men facing addiction at The Potter’s House.
Through our innovative Transformation Model, which emphasizes the need for personalized help, Atlanta Mission meets each client where they are in their unique circumstances to address critical needs and provide customized services to help each individual overcome the cause of his or her homelessness. The model includes four phases: Find Hope, Choose Help, Make Progress, and Sustain & Grow. Each phase focuses on each client’s physical, emotional, spiritual, social, and vocational development to help them break the cycle of poverty in their lives and begin their hope-filled, self-sufficient life. Our services include emergency and overnight shelter, meals, showers, laundry facilities, primary healthcare, trauma-informed mental health counseling, group therapy, addiction recovery programming, vocational training, job placement and retention coaching, basic legal aid, childcare, after school and preschool programming for children, and more. Our goal is to provide each man, woman, and child that comes through our doors with the tools that they need to become independent and the encouragement they need to live a transformed, hope-filled future.
Where we work
Awards
4-Star Rating 2022
Charity Navigator
Civic/Institutional Design Award for Excellence 2022
Atlanta Urban Land Institute
Affiliations & memberships
Evangelical Council for Financial Accountability 2021
Citygate Network 2022
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of meals served or provided
This metric is no longer tracked.Totals By Year
Population(s) Served
Homeless people
Related Program
Transformational Services
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of bed nights (nights spent in shelter)
This metric is no longer tracked.Totals By Year
Population(s) Served
Homeless people
Related Program
Transformational Services
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of children served
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, Economically disadvantaged people, Homeless people
Related Program
Transformational Services
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
When the pandemic started, we shut down intake and reduced capacity to ensure the health and safety of clients. Many mothers with children found other shelter with family or friends.
Number of Adults Served
This metric is no longer tracked.Totals By Year
Population(s) Served
Homeless people
Related Program
Transformational Services
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
When the pandemic began, we halted intake and reduced capacity for health and safety. Many clients found other shelter.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Our mission is to transform the lives of those facing homelessness. In this new fiscal year beginning July 1, 2021, much uncertainty remains. The pandemic continues to rage, homelessness is increasing, and natural disasters and concerns about diversity and equity may divert funding as philanthropists and corporations seek to meet these pressing needs. We are experiencing some of the same hiring and retention pressures as other organizations nationwide. Our aging facilities still need substantial investments in repair and maintenance. In addition, our new state-of-the-art Restoration House shelter for women and children will add more than one million dollars to our budget each year. Our strategic plan has identified five key areas of focus:
1. Strategically invest in the leadership and development of our TEAM to drive employee engagement and retention.
2. Enhance CLIENT care and experience through intentional focus/prioritization on who and how we serve to optimize our service program outcomes and promote sustainable, independent living.
3. Ensure our FACILITIES reflect excellence in trauma-informed design, service delivery, hospitality and efficiency.
4. Improve Organizational Capacity through strategic PARTNERSHIPS with community partners and volunteers.
5. Drive long-term financial STABILITY and donor engagement through innovative approach to Marketing and Development.
What are the organization's key strategies for making this happen?
1. We will continue to attract high potential talent, while building and growing the strength and resiliency of our people through professional and spiritual development. Increased investment in our teams will result in consistent and improving employee engagement.
2. With our Transformation Model, we are committed to continuous improvement in the area of trauma-informed client care and addressing the underlying causes of homelessness to help clients reach permanent independence and self-sufficient living.
3. With a best-in-class model and processes in place to effectively serve our clients, our strategic focus has been to create more capacity for women and children, while optimizing the capacity we currently have for men. Our immediate priority has been to design and open an innovative low barrier shelter with emergency services to meet a critical need for homeless women and children that fills the void in our current capacity. This trauma-informed facility is designed in a way that most effectively enables our teams to implement the key tenets of the Transformation Model. In parallel, we are continuing to invest in projects that drive down costs and provide long-term sustainability and efficiency across our other campuses.
4. We are seeking to attract and retain key constituents (volunteers, community partners) through the adoption and delivery of a new volunteer engagement platform modeled after The Red Cross. This new model will effectively match the talents of our partners with functional needs across the organization while at the same time giving our clients opportunities to engage and build relationships outside of the ministry. It is designed to both improve our cost structure while significantly increasing our service capacity.
5. We will continue to grow our donor base and the quality of donors through targeted segmentation, expansion of reach through innovation, technology, and trusted relationships.
What are the organization's capabilities for doing this?
Atlanta Mission has been a leader in serving those facing homelessness since 1938. Led by our Board of Directors, President/CEO, and senior leadership team, we are guided by our mission, vision, and values to be a Christ-centered organization that works to build a community united in bringing hope to those facing homelessness through life transformation.
Atlanta Mission's greatest capability is the eagerness to continuously innovate in the work we do. In 2014, recognizing the need for comprehensive services for our clients, we explored best practices nationwide and created our innovative Transformation Model, which guides clients through a life-changing process leading to self-sufficiency. To enhance the client experience, we are currently updating our client screening process, placing each person in a distinct service track that meets their needs and choice. Along with this, our IT team is integrating a revamped client data system, making it more user-friendly for staff to ensure consistency of experience and data, and adding automatic text and email messaging to alert clients.
In 2018, seeing an unmet need, we began our $20M "Giving Hope and a Future" campaign to build capacity with Restoration House, our new 102-bed shelter to offer a state-of-the-art, trauma-informed space for women and children facing homelessness. This new shelter opened in 2021 so Atlanta Mission now has 853 beds to shelter men, women, and children.
Our innovative spirit allowed us to quickly pivot at the start of COVID-19 and to respond with appropriate health and safety measures, easing them or reinstating them as the pandemic has continued, becoming a marathon rather than a sprint. At the height of the shutdown in 2020, we created virtual opportunities for classes, counseling, and celebrations to keep clients, staff, and volunteers and volunteers engaged. The children who reside at our shelter with their mothers continue to participate in virtual schooling thanks to a host of dedicated volunteers.
Atlanta Mission's organizational culture is guided by the goal that all who are involved with us will come to know Christ, walk with Christ, and live for Christ. Staff at all levels receive training in the Lead Like Jesus servant leadership model. Each year, all staff participate in the Best Christian Workplace survey; leadership evaluate the results and take appropriate measures to ensure continuous improvement in our team culture. We are guided by our organizational values to be Christ-centered, to humbly serve, faithfully steward, courageously innovate, joyfully celebrate, and find strength in unity.
What have they accomplished so far and what's next?
TEAM:
In 2021, Atlanta Mission hired a Director of Organization Development & Training, one of the initiatives in our priority to invest in our people. Key staff are encouraged and supported to pursue professional development trainings/certifications. The entire organization participated in the Lead Like Jesus readings, workshops, groups, and encounters throughout 2020-21 and all new hires are provided this training. Organizational values were revamped to be more specific and relevant, and a Diversity taskforce was convened and made recommendations.
CLIENTS:
We are strategically redesigning our Transformation Model to optimize our intake process, focusing on who we serve and how we can best serve them. This process has included hiring and training for new intake roles. We have expanded our substance abuse program to include services for women, and our men's recovery program at The Potter's House received GARR certification. The @Work program added job search workshops to better assist clients.
FACILITIES:
We completed the campaign, construction, and opening of Restoration House , our new low-barrier intake shelter for women and children, adding 102 beds. A new Facilities director role was started in early 2021 to work with the real estate committee, creating a comprehensive review and assessment of how best to invest in capital maintenance projects that will improve the long-term sustainability of our existing facilities. Addressed energy-efficiency in our facilities with replacement of older HVAC units, light fixtures, windows, etc. to drive decreased utility costs. Chick-fil-A provided expert advice on a new design strategy for our kitchens at downtown campuses. All meals are now prepared at My Sister's House and transported out, creating multi-campus kitchen efficiency. We have completed the overhaul of significant portions of our IT infrastructure to improve the speed, reliability, security, and efficiency of our network, systems, and communications.
PARTNERSHIPS:
Invested in a volunteer technology platform to more effectively drive awareness, recruitment, and engagement of volunteers. Partnerships team has worked with staff throughout the organization to identify needs that can be met by volunteers. The pandemic stimulated the creation of virtual volunteer opportunities, many of which will now remain part of volunteer engagement.
STABILITY:
Diversified our donor base through targeted marketing, increasing our engagement with multi-generational and multi-ethnic segments. Hired a planned giving specialist to build strategy and infrastructure for a Legacy Giving program. Grew our brand with investment across growing channels including digital, social, peer-to-peer platforms. Continually innovating to enhance donor relationships through immersive experiences, innovative communications, and advanced analytics. Strong revenue growth, donor retention, and high net promoter score attest to our progress in these areas.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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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 people’s interactions with us (e.g., site, frequency of service, etc.), We act on the feedback we receive
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
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- Compare nonprofit financials to similar organizations
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Connect with nonprofit leaders
SubscribeBuild 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.
Atlanta Mission
Board of directorsas of 02/07/2023
Mr. Thomas Wilkes
Walton Communities
Term: 2019 - 2022
Joseph A Arnold
Suntrust Bank
David Boehmig
Atlanta Fine Homes
Shan Gastineau
Stan Johnson Company
Gloria Gilley
John Hamilton
Rutherfoord, a Marsh & McLennan Agency
Ken Harbour
Cleveland Group, Inc.
William Holby
King & Spalding
Coleman Loper
Ernst & Young, Retired
Thomas McWhirter
Prudential Real Estate Investors, Retired
Lawrence Mock
Navigation Capital Partners
William S. Oglesby
Satulah Ventures
Stephen Olsen
Peak Performance Consulting
James H. Reese
Atlanta Mission
Harvey Rudy
Greenstone Properties
Cheri Teague
Teague Family Foundation
Stewart Teegarden
Gay Construction Company
Joe Terrell
Highgate Partners
Thomas L. Wilkes
Walton Communities
Dan Phelan
McCalla & Raymer, LLC
Anthony Royal, Sr.
A.J. Royal Enterprises
Jessica Teague
Teague Family Foundation
Benjamin Wills
Peace Preparatory Academy
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? No
Organizational demographics
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
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data