Status: Home, Inc.
Housing is Healthcare
Programs and results
What we aim to solve
Everyone affected by HIV/AIDS will have access to a caring home that improves health outcomes and extends quality lives.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Program For Adults
23 individual efficiency apartments backing onto an historic mansion containing shared common areas serving 23 formerly homeless single adults with AIDS
Family Program
12 one, two and three bedroom apartments on a campus with a Learning Center and common areas.
Serves 12 HIV+, formerly homeless single mothers or fathers and their children
Scattered Site I Program
23 apartments "scattered" across metro Atlanta
Serves 32 formerly homeless individuals with HIV/AIDS and their families
Scattered Site II Program
150+ housing units "scattered" across metro Atlanta
This program allows us to serve not only homeless, but also low-income, individuals and families affected by HIV/AIDS
New Horizons
Serves individuals who are low-income with HIV/AIDS.
Independent living through TBRA – tenant-based rental assistance – that temporarily helps pay a portion of the cost of monthly rent to the clients enrolled in the New Horizons program. The lease and utilities are in the primary participant’s name.
Where we work
Awards
Magnolia Award for Special Achievement in Affordable Housing in the Special Needs and Superior Design categories 2005
Georgia Department of Community Affairs
Absolute Service Award 2002
Absolute Care
Georgia Volunteer Fundraiser of the Year to JH Founder Evelyn Ullman 2002
Metropolitan Atlanta Chapter of the Association of Fundraising Professionals
IMPACT Award - Jerusalem House Family Program 2001
Metro Atlanta Corporate Volunteer Council
Martin Luther King, Jr. Community Service Award 2001
Emory University Schools of Public Health, Nursing and Business
Community Partner Award 2015
Wells Fargo
IMPACT award finalist 2007
Metro Atlanta Corporate Volunteer Council
Blue Flame Award 2015
Georgia Natural Gas
Community Partner Award 2014
Wells Fargo
Community Partner Award 2013
Wells Fargo
Community Partner Award 2012
Wells Fargo
Community Partner Award 2011
Wells Fargo
Martin Luther King, Jr. Community Service Award 2018
Emory - Rollins School of Public Health
Top Performer Award (Family Program) 2019
Atlanta Better Buildings Challenge & the City of Atlanta Mayor’s Office of Resilience
Top Performer for Energy Conservation (Program for Adults) 2018
Atlanta Better Buildings Challenge & the City of Atlanta Mayor’s Office of Resilience
Top Performers for Energy Conservation (Family and Adult Programs) 2016
Atlanta Better Buildings Challenge & the City of Atlanta Mayor’s Office of Resilience
The Allen Award – John A. Conant Community Service Award 2014
Atlanta Interfaith Broadcasters, Inc.
External reviews
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Percent of residents who will experience viral suppression.
This metric is no longer tracked.Totals By Year
Population(s) Served
People with HIV/AIDS
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
90% of Jerusalem House residents have achieved viral suppression compared to 65% of adults and adolescents with HIV in the US.
Number of residents served annually
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
The goals of our 2021-2025 strategic plan are:
1 Improve the health and quality of life of people with HIV/AIDS.
2 Jerusalem House residents can get where they need to go when they need to go there in an independent manner.
3 Become less reliant on City of Atlanta and HOPWA funding by increasing private funding.
4 Raise the profile of Jerusalem House among key target audiences.
5 Continue to build the ability of our board and staff to deliver our mission.
What are the organization's key strategies for making this happen?
Goal 1
A: Provide affordable, flexible housing options close to transit and accessible to services.
B: Assure optimal care for residents.
C: Offer a full complement of programming for residents.
D: Continue to evaluate the outcomes of all programs.
Goal 2
A: Track and understand the number of requests for transportation made by residents (to staff).
B: During FY2023, conduct research to consider creating a fund to cover the cost of independent transportation for residents, based on needs.
C: During FY2024, launch a fundraising campaign to establish a fund if found to be viable.
Goal 3
A: Focus on the “top 50” prospective major donors.
B: Increase the revenue from a signature event to $200,000 each year by the end of FY2024.
C: Increase the amount received from foundations by the end of FY2025 to $1.2 million.
D: Increase the number of corporate financial donors from 10 to 20 by the end of FY2022.
E: By November 30, 2021, develop a strategy for a $1.2 million special campaign that will be completed by the end of FY2023.
F: Promote team- and peer-to-peer fundraising opportunities for involvement that benefit our organization.
G: Periodically revisit ownership of the property at 1500 N Decatur.
Goal 4
A: Dramatically increase our presence among our target audiences.
B: Create the internal infrastructure necessary to segment our database during FY2022.
C: Explore the addition of honorary board members to engage high-profile supporters, including city leaders and elected officials.
Goal 5
A: Build our board to be a leading, best-in-class model among Atlanta nonprofits.
B: Offer professional development, care services and self-care for staff.
C: Conduct job description/responsibility review every two years.
D: Review employee benefits and implement timeline for changes.
E: Build long-term financial sustainability through reserves.
What are the organization's capabilities for doing this?
Jerusalem House is Atlanta's largest provider of permanent supportive housing for homeless and low-income individuals and families affected by HIV disease.
The agency is highly regarded by community and government funding sources and has been called upon by HUD and the GA Department of Community Affairs to provide technical assistance to new nonprofit organizations. Emory University uses Jerusalem House as part of the curriculum for the Humphries Fellows Program.
Jerusalem House maintains 25 written collaborative agreements with various community agencies to provide supportive services to program participants.
Over 45% of the program staff has been with the agency for over five years providing program participants with continuity. Jerusalem House is guided by a dedicated group of community leaders committed to our mission.
Our all-volunteer Board of Directors includes individuals with expertise in a wide variety of areas, including legal, real estate, and finance.
What have they accomplished so far and what's next?
As the face of HIV/AIDS has changed, the agency has evolved. Jerusalem House began in 1989 as a single house for 5 people dying from AIDS. It became the Program for Adults, still serving single adults, some of whom have been living with AIDS for 20+ years. Our Family Program, Georgia's first to serve single HIV+ mothers and their children, marks its 20th year in 2017. From 2018, it also admits single fathers and their children. The Scattered Site master lease programs allow us to serve any individual/family combination of persons affected by HIV/AIDS, housing residents in apartment complexes "scattered" all over Atlanta. In 2015, we launched a tenant-based rental subsidy program, which helps HIV+ low-income apartment/house leaseholders maintain their housing.
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 strengthen relationships with the people we serve
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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 act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback
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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, The people we serve tell us they find data collection burdensome, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback
Financials
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Learn more
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Operations
The people, governance practices, and partners that make the organization tick.
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.
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.
Status: Home, Inc.
Board of directorsas of 01/18/2024
Michael McCoy
Truist
Term: 2024 - 2022
Monique B. Quindsland, C.P.A., Treasurer
Frazier & Deeter, LLC
Jonathan Tucker, C.P.A.
KBKG
V Scott
KPMG LLP
Mike McCoy, Vice President
SunTrust now Truist
Stephanie Laster
Former resident
David McEachern
Keller Williams Realty
Joe Royals, Vice President
Truist
Beth Espy, Secretary
City of Atlanta Police Dept.
Dena Hasty
MARTA
Matthew D. Kent, Immediate Past President
Alston & Bird
Brett Haynie
PricewaterhouseCoopers
Matthew Mills
Wells Fargo
Micah D. Moon
Delta Air Lines, Inc.
Jamee Lawson Nelson
IBM
Lauren Waits
Community & Policy Advocate
Joey y Agloinga-Keeney
Business Consultant
Marcus D. Benning
Seyfarth Shaw
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
Disability
No data
Equity strategies
Last updated: 10/11/2021GuideStar 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
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- 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 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.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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 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.