DRAKE HOUSE, INC
Bridging Hope and Opportunity
DRAKE HOUSE, INC
EIN: 20-0943038
as of September 2024
as of September 09, 2024
Programs and results
What we aim to solve
The Drake House provides supportive housing options for single mothers and children experiencing homelessness in North Metro Atlanta. Single mothers continue to comprise the majority of families living below the poverty line and the north metro Atlanta area has the highest growth of suburban poverty in the nation. In 2021, Fulton County Public Schools documented that 43% of the students experiencing homelessness attend schools in North Fulton County.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Crisis Housing
The Drake House program provides
families with a rent free, fully furnished private one or two bedroom apartment
in which to live for three to six months.
Each apartment is equipped with a computer, internet access for research
purposes, and a mobile phone for 911 access.
The sixteen-unit complex houses a resident manager who is available for
families after business hours and on weekends.
Empowerment Programs
Mothers work with their Family Manager to develop a personalized empowerment plan. Mandatory weekly meetings are held to assess their plan and set measurable goals for the week ahead. Family Managers and Mothers determine the family’s needs and pro-bono services such as physical and mental health care, dental and vision care; and other programs and entitlements are identified for utilization.
Life Skills Workshops
Mothers attend mandatory weekly workshops at the Drake Center that provide instruction in areas such as personal finances, health and wellness, organizational skills, nutrition and meal planning, and parenting. Tutors assist elementary age children with school work and middle and high school students participate in teen life skills programs. Preschoolers are cared for by volunteers. Workshop night dinner is provided by community partners and volunteers.
Mentoring
The
agency utilizes a broad-based team of volunteers, including family mentors. Moms and school aged children are matched with a screened and trained mentor who encourages them during their stay. Mentors provide support, friendship, and assistance with family needs.
Career Services
Weekly Career Coaching and Career Seminars, Employment Partnerships, Career Clothing
After School Enrichment
Tutoring and Enrichment every school weekday from 3-7pm and full days on school breaks.
Affordable Housing
The Drake Village program is available to qualified Drake House graduates. Clients continue to have access to Career Services and After School programming and pay a sliding scale rent for up to 24 months
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Average change in income of clients served (in dollars)
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls
Related Program
Career Services
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Totals reflect percentage of average income for the mothers on our program at their time of intake and exit. 2016 is due to higher employment rates, but lower full-time opportunities.
Number of homeless participants engaged in housing services
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls, Children and youth
Related Program
Affordable Housing
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
The Total Number of families served in a fiscal year in crisis and transitional housing. In 2021, Crisis-Housing underwent repairs that reduced the number of units throughout the calendar year.
Number of households that obtain/retain permanent housing for at least 6 months
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Life Skills Workshops
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Number represents % of graduates from the crisis housing program
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 Drake House offers programs and services that transform the lives of individuals by helping them create lasting pathways to economic self-sufficiency. The families in the program are local to the North Metro Atlanta/ North Fulton County Georgia area. We own two 16-unit apartment complexes and an activity center in Roswell. Our facilities are central to our service district and available by public transportation. Through community support, we are able to provide a private apartment, career services, financial budgeting and planning, Children and Teen Programming, including an After-School Program, weekly Life Skills classes, private family service meetings, as well as a food pantry, laundry facilities, computer lab, and library. With an average stay of 138 days in our crisis-housing program with provided case coaching services to assess and identify all barriers to housing stability. The Drake House works with families to create more permanent housing solutions at the end of the 180-day program, including transitional housing and other subsidized housing options.
What are the organization's key strategies for making this happen?
The Drake House staff is tenured and professional regarding the services provided to families and community outreach efforts, as well as the overall day-to-day operation of the organization. Vetted, trained volunteers and mentors support the organization by working one-on-one with each family member. The Drake House's commitment to addressing the families' homelessness circumstance with a whole person, two-generation approach directly correlates to the long-term success of our program. The children are allowed to remain in their original schools, which offers the least disruption to the children, while moms work to identify more reliable income to build a nest egg for rental and utility deposits. Our Board of Directors and Advisory Council provide diverse leadership and vision to The Drake House, with long-term capital and program strategic plans.
What are the organization's capabilities for doing this?
Since our inception in 2004, we have built a foundation of strong leadership and diverse funding sources. We have capitalized on these resources to increase capacity with the investment in 16 additional apartments in early 2017. We continue to meet the needs of our community as homelessness transforms in our community. We expanded our physical space in 2015 for a teen center, expanded classroom space, and an expanded food pantry. We have an active alumni program. The level of awareness that we have created in our community has grown our revenue and in-kind support to sustain our programs. We added to our revenue stream with our social enterprise, The Drake Closets. They offer gently used women's clothing and accessories to our moms for job interviews and work attire and are also open to the public for shopping, volunteering and inventory donation support. Our community embraces our work as we are the only crisis housing center that serves our geographic region by offering private apartments to each family as they struggle to regain their financial stability. Through collaboration in a local continuum of care, coupled with support from the faith, corporate and civic community, we are able to serve 45-50 families with 80-100 children each year. Our goal is to keep these families in our community by continued advocacy for additional affordable housing and increased public transportation routes.
What have they accomplished so far and what's next?
In our 15 years, we have been able to build a strong and proven program to serve families. Our biggest challenge is to help our families identify local affordable housing. Many of our families had been spending 50% - 60% of their income on housing, which forces them back into the cycle of homelessness. In early 2017, the Board of Directors approved the purchase of The Drake Village of 16 apartment units to address this need.
We completed a successful two-year capital campaign in 2018. In total, we raised $1.6M to pay the balance of the mortgage and complete the remaining renovations on The Drake Village Apartments. The Drake Village offers an affordable housing solution for up to 24 months to our Drake House graduates.
Our goal by creating The Drake House was to serve local families and keep them in our community. We continue to advocate at the municipal, county and state levels to bring awareness to this cause. We also advocate for increased public transportation routes and more affordable housing locally.
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?
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
2.45
Months of cash in 2023 info
7.3
Fringe rate in 2023 info
21%
Funding sources info
Assets & liabilities info
Financial data
DRAKE HOUSE, INC
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
This snapshot of DRAKE HOUSE, INC’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.
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Business model indicators
Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $595,787 | $393,775 | $257,841 | $637,938 | $671,049 |
As % of expenses | 45.2% | 27.1% | 16.0% | 33.8% | 29.0% |
Unrestricted surplus (deficit) after depreciation | $439,430 | $229,265 | $81,667 | $441,023 | $460,170 |
As % of expenses | 29.8% | 14.2% | 4.6% | 21.2% | 18.2% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,839,860 | $1,828,066 | $2,077,502 | $2,503,527 | $3,019,791 |
Total revenue, % change over prior year | -36.1% | -0.6% | 13.6% | 20.5% | 20.6% |
Program services revenue | 5.0% | 6.5% | 5.3% | 5.4% | 3.8% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.4% | 0.4% | 0.2% | 0.1% | 1.5% |
Government grants | 11.4% | 13.8% | 15.0% | 7.0% | 21.8% |
All other grants and contributions | 67.8% | 70.7% | 63.1% | 76.8% | 71.5% |
Other revenue | 15.5% | 8.7% | 16.4% | 10.7% | 1.4% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,317,364 | $1,450,432 | $1,613,584 | $1,888,235 | $2,311,352 |
Total expenses, % change over prior year | 6.6% | 10.1% | 11.2% | 17.0% | 22.4% |
Personnel | 59.5% | 60.2% | 61.9% | 59.0% | 54.6% |
Professional fees | 7.5% | 3.6% | 2.0% | 1.0% | 3.8% |
Occupancy | 8.4% | 7.7% | 7.7% | 7.5% | 0.0% |
Interest | 1.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 23.5% | 28.5% | 28.4% | 32.4% | 41.6% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $1,473,721 | $1,614,942 | $1,789,758 | $2,085,150 | $2,522,231 |
One month of savings | $109,780 | $120,869 | $134,465 | $157,353 | $192,613 |
Debt principal payment | $505,660 | $0 | $174,862 | $0 | $0 |
Fixed asset additions | $337,831 | $0 | $0 | $536,158 | $853,066 |
Total full costs (estimated) | $2,426,992 | $1,735,811 | $2,099,085 | $2,778,661 | $3,567,910 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 8.7 | 13.1 | 11.3 | 11.2 | 7.3 |
Months of cash and investments | 8.7 | 13.1 | 11.3 | 11.2 | 7.3 |
Months of estimated liquid unrestricted net assets | 10.6 | 11.7 | 11.3 | 10.3 | 7.5 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $960,277 | $1,579,983 | $1,513,154 | $1,756,460 | $1,400,041 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $160,239 | $39,866 | $145,058 | $4,558 | $8,367 |
Gross land, buildings, equipment (LBE) | $4,273,536 | $4,387,480 | $4,537,758 | $5,017,359 | $5,870,425 |
Accumulated depreciation (as a % of LBE) | 19.6% | 22.1% | 25.2% | 25.6% | 25.5% |
Liabilities (as a % of assets) | 0.6% | 6.0% | 1.3% | 1.1% | 8.6% |
Unrestricted net assets | $4,600,775 | $4,830,040 | $4,911,707 | $5,352,730 | $5,812,900 |
Temporarily restricted net assets | $47,370 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
Total restricted net assets | $47,370 | $31,229 | $237,306 | $214,660 | $252,050 |
Total net assets | $4,648,145 | $4,861,269 | $5,149,013 | $5,567,390 | $6,064,950 |
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
Mrs. Nesha Mason
Nesha Mason brings diverse skill set with more than 20 years of experience in both the public and private sectors. Nesha worked as operations director in the private sector before transitioning to public service serving as Mayor for the City of Abilene, KS. After her tenure as an elected official, Nesha served as Program Director for a county-wide non-profit developing programs that united the medical and early childhood communities. Upon relocation to the Atlanta area in 2013, she served as a Fulton County educator then transitioned to executive director of a state-wide educational foundation focusing on unifying education and workforce development. A graduate of Florida A & M University, Nesha holds a B.S. Journalism specializing in Public Relations, as well as numerous certifications in public administration.
Number of employees
Source: IRS Form 990
DRAKE HOUSE, INC
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
DRAKE HOUSE, INC
Board of directorsas of 06/28/2023
Board of directors data
Ms. Lynn Wilson
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Term: 2021 - 2024
Ms. Jennifer Fann-Tucker
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Term: 2021 - 2023
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Dr. Lisa Hasty
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Laura Madajewski
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Tisha Rosamond
Anu Whitaker
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Amy Moore
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David Harrell
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Jason Binder
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Lisa Stevens
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Rev. Jeff Meyers
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Susan Schmidlkofer
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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
No data