Atlanta Mission

Ending Homelessness

aka My Sister's House, The Shepherd's Inn, The Potter's House, Fuqua Hall, and/or The Atlanta Day Shelter for Women and Children   |   Atlanta, GA   |  www.atlantamission.org

Mission

Atlanta Mission transforms, through Christ, the lives of those facing homelessness. Our vision is a community united in ending homelessness, one friend at a time.

Ruling year info

1947

President & CEO

Mr. James Harold Reese

Main address

2353 Bolton Rd NW

Atlanta, GA 30318 USA

Show more contact info

Formerly known as

Atlanta Union Mission

EIN

58-0572430

NTEE code info

Temporary Shelter For the Homeless (L41)

Homeless Services/Centers (P85)

Alcohol, Drug and Substance Abuse, Dependency Prevention and Treatment (F20)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

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

SOURCE: Self-reported by organization

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.

Population(s) Served

Where we work

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 meals served or provided

This metric is no longer tracked.
Totals By Year
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
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
Related Program

Transformational Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of homeless participants engaged in mental health services

This metric is no longer tracked.
Totals By Year
Related Program

Transformational Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of clients who complete job skills training

This metric is no longer tracked.
Totals By Year
Related Program

Transformational Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of Adults Served

This metric is no longer tracked.
Totals By Year
Related Program

Transformational Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of Adults Who Have a Healthy Relationship

This metric is no longer tracked.
Totals By Year
Related Program

Transformational Services

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Number of clients who ended their homelessness

This metric is no longer tracked.
Totals By Year
Related Program

Transformational Services

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

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.

The Atlanta Mission leadership team, along with our board of directors, has updated our 2017 strategic plan. This new plan will update our multi-year strategies and include a roadmap with outlined enablers and infrastructure details required to support the plan. The Plan continues to build on two service-related imperatives as well as two sustainability strategies which will guide our priorities and decision making. Our goals are:
1) Offer Comprehensive Transformational Services
2) Increase Critical Capacity by Opening a Low-Barrier Shelter with Emergency Services to Engage the Homeless Population in Atlanta
3) Inspire and Engage Donors and the Community
4) Enable the Replication of the Transformation Model Across the Country

To support our goals, we have created the following supporting strategies:
1) Offer Comprehensive Transformational Services-- Life on life relationships showing love, creating
friendships and building trust in a life-giving environment; Services & relationships that inspire clients to Choose Help; Personalized service plans focus on the whole person: Physical, Social, Emotional, Spiritual, and Vocational; Help clients become Rooted in Community; Retain Employment and Secure Housing to Sustain & Grow

2) Increase Critical Capacity by Opening a Low-Barrier Shelter with Emergency Services to Engage the Homeless Population in Atlanta-- Provide safe emergency overnight accommodations & food services for the homeless population; Establish day services that promote relationships to engage individuals in Transformation Services.

3) Inspire and Engage Donors and the Community-- Love and serve to retain and grow generosity in our donors and volunteers; Build key transformational partner relationships in service areas critical to client success; Develop a volunteer model that impacts outcomes, expands client relationships, and adds capacity.

4) Enable the Replication of the Transformation Model Across the Country-- Develop clear processes, systems, and technology that are transferable while executing and demonstrating all components of the model at Atlanta Mission; Develop the replication structure of the future to support execution in other communities; Develop funding model that will support structure and execution at new sites.

To reach our key strategies, Atlanta Mission has created the following supporting strategies:
1) Advance Development & Marketing Strategy-- Strong & consistent brand and marketing communication
aligned with and leveraging the transformation model outcomes; Provide experiences that energize and stories of transformation
that inspire; Integrate plans across all channels, activities segments, and donor types

2) Cultivate Engaging Christ-Centered Culture-- Attract, select and retain best people for the right roles; Cultivate employee’s professional and spiritual growth; Inform, inspire and celebrate through effective communication; Reward and celebrate faithful performance

3) Stewardship of Resources-- Campuses reflect excellence in design, service delivery, hospitality
and efficiency to best serve clients, staff and community; Financial reporting and metrics to support financial & client outcomes; Technology key to improved services and efficiency

Atlanta Mission has successfully implemented the Transformation Model into all four facilities. Last fiscal year, we served 5,230 men and women and 1,618 children. Of the clients we served in Make Progress, 228 became Rooted in Community, 168 Retained Employment, 95 Secured Housing, and 349 ended their homelessness. Our executive leadership and staff are exploring ways to innovate the way we serve clients and meet their needs.

Financials

Atlanta Mission
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Operations

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

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Connect with nonprofit leaders

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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.

Atlanta Mission

Board of directors
as of 7/24/2020
SOURCE: Self-reported by organization
Board chair

Mr. Shan Gastineau

Stan Johnson Company

Term: 2019 - 2021

Joseph 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 Oglesby

Satulah Ventures

Stephen Olsen

Peak Performance Consulting

James Reese

Atlanta Mission

Harvey Rudy

Greenstone Properties

Cheri Teague

Teague Family Foundation

Stewart Teegarden

Gay Construction Company

Joe Terrell

Highgate Partners

Thomas 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

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