HOSPITALITY HOUSE OF CHARLOTTE
We believe your zip code shouldn't control your health outcomes.
HOSPITALITY HOUSE OF CHARLOTTE
EIN: 56-1523878
as of September 2024
as of September 09, 2024
Mission
To create community for patients connecting to vital medical care
Notes from the nonprofit
Since 1985, Hospitality House of Charlotte has provided a place where patients and/or their families and caregivers can stay while receiving critical or long-term treatments and procedures. By providing lodging in close proximity to hospitals at a fraction of the cost of local hotels, Hospitality House aims to improve equitable access to healthcare.
Ruling year
1987
Executive Director
Angie Bush
Main address
1400 Scott Avenue
Charlotte, NC 28203 USA
Formerly known as
MMAE's Inn
EIN
56-1523878
Patient social services
Health care access
Human services
Population served
People with diseases and illnesses
Caregivers
Families
Economically disadvantaged people
NTEE code
Patient Services - Entertainment, Recreation (E86)
Other Housing Support Services (L80)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Hospitality House of Charlotte (HHOC) envisions access to health for all. Our low-cost accommodations in close proximity to Charlotte's world-class medical facilities provide a bridge between healthcare and home. Geographic location often impacts access to healthcare and remains a prioritized social determinant of health. The vast majority of patients who utilize HHOC's services reside in rural communities where hospital closures have risen since 2010. Without access to medically necessary care in their home towns, patients must travel to more urban areas and face the high costs of hotel lodging or travel frequently back and forth.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Overnight Lodging Program
Patients and their caregivers are referred to the Overnight Lodging Program by Charlotte-area hospitals where they are receiving treatment. Patients can be of any age and from any location and are welcome to stay at Hospitality House for as long as their active treatment requires. Located in close proximity to both Atrium Health and Novant Health, our 20-bedroom facility provides guests with convenient access to medical care while a low nightly rate offsets thousands of dollars in lodging fees. For a nominal fee of $50 per night, guests have access to a private room and restroom as well as shared amenities including laundry, a kitchen with commercial appliances, pantry items, parking, Wi-Fi, and hospital shuttle services.
Day Guest Program
When overnight lodging is unavailable due to capacity limitations, the Day Guest Program is offered to guests on the waitlist for a room. The program allows patients or caregivers to schedule a 2-hour visit to use Hospitality House's amenities free of charge. The visit includes access to a private shower and laundry room, and allows guests to utilize the communal kitchen.
Guest Assistance Program
The Guest Assistance Program underwrites the cost of overnight lodging fees and included amenities for up to five nights for qualifying families. Families are qualified through Operations staff at Hospitality House of Charlotte by a formal application process. This program helps ensure no patient is turned away due to financial restrictions.
Where we work
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Percentage of patients that were guests at Hospitality House of Charlotte
This metric is no longer tracked.Totals By Year
Population(s) Served
People with diseases and illnesses
Related Program
Overnight Lodging Program
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Number of nights of stay underwritten through our Guest Assistance Program
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, People with diseases and illnesses, Caregivers
Related Program
Guest Assistance Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Due to increased need for financial assistance brought on by the pandemic, HHOC began doubling the amount of nights granted to guests in 2020. Standard financial assistance levels resumed in FY23.
Annual Average Occupancy (%)
This metric is no longer tracked.Totals By Year
Population(s) Served
People with diseases and illnesses, Caregivers
Related Program
Overnight Lodging Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Capacity limits were reduced at the start of the pandemic resulting in decreased occupancy overall. As of June 2021, capacity has returned to 100%.
Amount of lodging costs offset for families in medical crisis.
This metric is no longer tracked.Totals By Year
Population(s) Served
People with diseases and illnesses, Caregivers
Related Program
Overnight Lodging Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Based on HHOC's nightly rate weighed against the average cost of local hotel fees.
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?
Hospitality House of Charlotte's mission has remained unchanged, and we continuously strive to ease the stresses and financial burdens associated with medical crises and contribute to equitable access to healthcare. Each year, we have increased the number of patients who stay with us and hope to continue this trend. Strong partnerships with senior members at Atrium Health and Novant Health ensure that we are meeting the needs of the hospitals and their patients.
HHOC has enacted a comprehensive, three-year development plan addressing strategic and philanthropic financial goals, communication strategies, staff and volunteer resources, and timelines. Current priorities include donor retention, cultivating donor relationships, and increasing visibility in alignment with HHOC’s strategic plan objectives to ensure financial stability and viability and provide for fundamental guest needs.
Additionally, HHOC aims to reduce stress levels for its guests and improve patient outcomes. We measure our success by data collected through post-stay guest surveys weighed against national standards.
What are the organization's key strategies for making this happen?
To consistently communicate with patient representatives, social workers, chaplains and hospital staff who refer families to our programs.
Receive direct feedback from guests through post-stay surveys.
Increase communication with donors to increase retention rates.
To build awareness of our mission in our community and beyond through marketing and communications.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
We have maintained strong relationships with both large hospital systems.
We are seeing occupancy return to pre-pandemic levels.
We have grown our online presence and audience through consistent marketing and communications.
We are working towards new partnerships in the community.
We have enacted new strategies for communicating with donors based on giving levels.
We have started initiatives for recurring donors, planned giving, and leadership giving.
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 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 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 share the feedback we received with the people we serve
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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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
460.15
Months of cash in 2023 info
5.4
Fringe rate in 2023 info
16%
Funding sources info
Assets & liabilities info
Financial data
HOSPITALITY HOUSE OF CHARLOTTE
Balance sheetFiscal Year: Jun 01 - May 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jun 01 - May 31
This snapshot of HOSPITALITY HOUSE OF CHARLOTTE’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $56,596 | -$30,527 | $647,727 | -$122,004 | -$68,255 |
| As % of expenses | 7.4% | -3.9% | 85.4% | -13.4% | -6.4% |
| Unrestricted surplus (deficit) after depreciation | -$58,569 | -$149,410 | $532,134 | -$236,866 | -$162,099 |
| As % of expenses | -6.6% | -16.6% | 60.9% | -23.2% | -14.0% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $784,507 | $757,023 | $1,398,719 | $767,707 | $1,009,693 |
| Total revenue, % change over prior year | -17.2% | -3.5% | 84.8% | -45.1% | 31.5% |
| Program services revenue | 35.8% | 32.1% | 13.2% | 33.6% | 32.3% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | -2.6% | 1.0% | 45.7% | -22.2% | -2.7% |
| Government grants | 0.0% | 0.0% | 6.7% | 12.3% | 0.0% |
| All other grants and contributions | 66.8% | 66.9% | 34.4% | 76.4% | 70.4% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $766,202 | $781,531 | $758,897 | $908,286 | $1,065,619 |
| Total expenses, % change over prior year | 8.1% | 2.0% | -2.9% | 19.7% | 17.3% |
| Personnel | 61.6% | 63.4% | 61.9% | 60.9% | 60.5% |
| Professional fees | 1.3% | 1.4% | 5.3% | 6.4% | 3.3% |
| Occupancy | 3.5% | 3.6% | 3.2% | 2.7% | 2.7% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 33.5% | 31.7% | 29.7% | 29.9% | 33.5% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $881,367 | $900,414 | $874,490 | $1,023,148 | $1,159,463 |
| One month of savings | $63,850 | $65,128 | $63,241 | $75,691 | $88,802 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $945,217 | $965,542 | $937,731 | $1,098,839 | $1,248,265 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 7.1 | 7.2 | 10.8 | 7.6 | 5.4 |
| Months of cash and investments | 39.0 | 38.6 | 49.8 | 37.9 | 30.9 |
| Months of estimated liquid unrestricted net assets | 38.2 | 36.3 | 47.4 | 37.3 | 30.4 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $450,823 | $468,210 | $683,587 | $572,783 | $481,464 |
| Investments | $2,041,655 | $2,048,516 | $2,462,785 | $2,293,733 | $2,265,933 |
| Receivables | $2,911 | $1,670 | $1,267 | $1,570 | $3,855 |
| Gross land, buildings, equipment (LBE) | $2,809,337 | $2,854,407 | $2,866,424 | $2,914,648 | $2,976,547 |
| Accumulated depreciation (as a % of LBE) | 37.0% | 40.6% | 44.5% | 47.7% | 49.8% |
| Liabilities (as a % of assets) | 0.0% | 2.2% | 2.0% | 0.1% | 0.1% |
| Unrestricted net assets | $4,206,092 | $4,056,682 | $4,588,816 | $4,351,950 | $4,189,851 |
| Temporarily restricted net assets | $21,612 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $35,000 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $56,612 | $62,631 | $54,726 | $36,151 | $48,480 |
| Total net assets | $4,262,704 | $4,119,313 | $4,643,542 | $4,388,101 | $4,238,331 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Angie Bush
Angie began her non-profit career in 2006 as the Administrative Assistant at HHOC. Angie was quickly promoted to Business Manager and assisted HHOC through the capital campaign, building, and relocation to the current facility. Upon move-in, Angie added operational policies and procedures and managed facility operations. Angie has been with HHOC through management changes and has served twice in the Interim Director role. Her most recent period as Interim Executive Director concluded with her appointment to the Executive Director job in 2018. Angie leads the organization in building relationships, fundraising, and best operational practices.
Number of employees
Source: IRS Form 990
HOSPITALITY HOUSE OF CHARLOTTE
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
HOSPITALITY HOUSE OF CHARLOTTE
Highest paid employeesSOURCE: IRS Form 990
Compensation data
HOSPITALITY HOUSE OF CHARLOTTE
Board of directorsas of 06/21/2023
Board of directors data
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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? Yes
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
Equity strategies
Last updated: 06/16/2022GuideStar 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 have community representation at the board level, either on the board itself or through a community advisory board.
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