SCHEDULE O
(Form 990 or 990-EZ)

Department of the Treasury
Internal Revenue Service
Supplemental Information to Form 990 or 990-EZ

Complete to provide information for responses to specific questions on
Form 990 or 990-EZ or to provide any additional information.
MediumBullet Attach to Form 990 or 990-EZ.
MediumBullet Go to www.irs.gov/Form990 for the latest information.
OMB No. 1545-0047
2019
Open to Public
Inspection
Name of the organization
INTERFAITH HOSPITALITY NETWORK OF
GREATER FORT WAYNE INC
Employer identification number

35-2089785
Return Reference Explanation
FORM 990, PAGE 2, PART III, LINE 4A INTERFAITH HOSPITALITY NETWORK (IHN) IS A PRIVATE, NOT-FOR-PROFIT ORGANIZATION. IHN BEGAN PROVIDING EMERGENCY SHELTER FOR FAMILIES IN 2000. SINCE THAT TIME, IHN HAS SHELTERED 3,382 INDIVIDUALS WITH THE DEMAND FOR OUR SERVICES GROWING. THE IHN MODEL IS INNOVATIVE, EFFECTIVE AND COST- EFFICIENT. OUR PROGRAM IS UNIQUE BECAUSE: 1) IT IS THE ONLY LOCAL PROGRAM THAT SERVES ENTIRE FAMILIES IN NEED OF IMMEDIATE TEMPORARY HOUSING AND KEEPS THEM TOGETHER AS AN INTACT FAMILY UNIT; AND 2) THERE IS A SIGNIFICANT VOLUNTEER COMPONENT WITH AN OPPORTUNITY FOR FAMILIES TO VOLUNTEER TOGETHER TO SERVE OTHER FAMILIES WHO ARE HOMELESS. ALL EVENING MEALS THROUGHOUT THE YEAR ARE DONATED, PREPARED, AND SERVED BY OUR DEDICATED GROUP OF CHURCH AND COMMUNITY VOLUNTEERS. AS A RESULT, IHN CAN OFFER A HOME-COOKED, SIT-DOWN, AND NUTRITIOUS EVENING MEAL 365 DAYS A YEAR. THE INTERACTION THAT OCCURS BETWEEN VOLUNTEERS AND GUESTS PROVIDES LASTING IMPRESSIONS AND LIFE- CHANGING LESSONS FOR EVERYONE INVOLVED. POPULATIONS SERVED: IHN IS THE ONLY EMERGENCY SHELTER IN OUR COMMUNITY THAT IS ABLE TO PROVIDE EMERGENCY TEMPORARY HOUSING FOR ENTIRE FAMILY UNITS (PARENTS AND THEIR CHILDREN). EACH YEAR WE SERVE APPROXIMATELY 300 INDIVIDUALS WITH THE HELP OF OVER 970 VOLUNTEERS FROM 29 LOCAL CHURCHES. SERVICES PROVIDED: WE PROVIDE OVERNIGHT SHELTER AND MEALS. OUR STAFF ALSO PROVIDES CASE MANAGEMENT INCLUDING A NEEDS ASSESSMENT TO DETERMINE MEDICAL, EDUCATIONAL, AND EMPLOYMENT NEEDS. WE ALSO ASSIST GUESTS WITH APPLYING FOR SERVICES FROM OTHER SOCIAL SERVICE AGENCIES. THE AVERAGE LENGTH OF STAY IN OUR PROGRAM IS 28 DAYS. IMPACT ON THE COMMUNITY: WE COORDINATE A STRONG LOCAL COALITION OF 29 HOST AND SUPPORT CONGREGATIONS; RECRUIT AND TRAIN OVER 970 VOLUNTEERS EACH YEAR; AND PROVIDE EMERGENCY SHELTER FOR APPROXIMATELY 300 INDIVIDUALS EACH YEAR INCLUDING CHILDREN. 86 FAMILIES RECEIVED SHELTER AND SUPPORTIVE SERVICES IN 2019. 78% OF FAMILIES SERVED IN 2019 SUCCESSFULLY MOVED TO TRANSITIONAL OR PERMANENT HOUSING. SINCE WE OPENED OUR DOORS IN 2000, WE HAVE SERVED 1,446 FAMILIES COMPRISED OF 3,382 INDIVIDUALS. MUCH MORE THAN A HOMELESS SHELTER, JUST NEIGHBORS IS AN ADVOCATE FOR FAMILIES IN CRISIS. IN FACT, WE OFTEN SAY THAT WE COULD LOSE OUR SHELTER BUILDING TODAY AND IT WOULD NOT SUBSTANTIALLY CHANGE WHO WE ARE. EACH YEAR, WHILE WE HOUSE JUST OVER 300 INDIVIDUALS IN OUR SHELTER, WE HANDLE MANY MORE CASES OVER THE PHONE. IN 2018, JUST NEIGHBORS ANSWERED AROUND 1,000 CALLS FOR ASSISTANCE; IN 2019, THAT NUMBER WAS OVER 1,700. WHILE HOUSING HUNDREDS AND PHONE ADVOCATING FOR OVER A THOUSAND MORE, WE NOTICED A GAP IN SERVICES IN OUR CITY--ONE THAT IS TRUE TO OUR MISSION. MANY RESOURCES EXIST IN THE FORT WAYNE COMMUNITY TO HELP THOSE IN NEED. WHILE RESOURCES MIGHT BE AVAILABLE, RESEARCH SHOWS FAMILIES IN CRISIS ARE UNLIKELY TO NAVIGATE THE SOCIAL SERVICE SECTOR EFFICIENTLY OR IN A TIMELY MANNER, CREATING MORE STRESS FOR THE FAMILY, INCREASED DEMAND FOR RESOURCES IN THE SECTOR, REFERRALS TO RESOURCES WHERE THE CLIENT DOES NOT QUALIFY, AND A GREATER DRAIN ON AN ALREADY STRETCHED NETWORK OF AGENCIES. A NEW OUTREACH CASE MANAGER POSITION WAS ADDED IN JULY 2019. THIS INDIVIDUAL SERVES AS AN ADVOCATE FOR FAMILIES AND IS PRESENT WHERE THEY ARE FIRST REQUESTING ASSISTANCE AT OFF-SITE PARTNER LOCATIONS. THIS CASE MANAGER FINDS THE RIGHT SERVICE AT THE RIGHT TIME, FOLLOWS UP, AND COUNSELS THE FAMILY THE ENTIRE WAY DURING THEIR TIME OF CRISIS. IN ONLY NINE MONTHS, THIS NEW EMPLOYEE HAS SERVED 1,315 INDIVIDUALS. IN THIS WAY, WE ARE NOT ONLY A RESOURCE FOR THOSE IN NEED, WE ARE ALSO A RESOURCE TO OUR PARTNERS, DONORS, AREA CONGREGATIONS AND OTHER SOCIAL SERVICE AGENCIES. WHILE IT IS IMPORTANT TO BE ABLE TO LIST ACHIEVEMENTS SUCH AS MORE THAN DOUBLING THE NUMBER OF INDIVIDUALS SHELTERED AND DECREASING THE AVERAGE IN-SHELTER STAY FROM OVER 60 DAYS TO 28, WE BELIEVE THAT OUR BIGGEST ACHIEVEMENT HAS BEEN OUR DEVELOPING STORY OF COLLABORATION AND ADVOCACY OUTSIDE OUR SHELTER WALLS. WE NOW ACTIVELY STRIVE TO PROVIDE CRISIS INTERVENTION FOR FAMILIES BEFORE THEY NEED SHELTER. OUR CULTURE OF ADVOCACY PUTS US AT THE FOREFRONT FOR TOP COMMUNITY CONCERNS. AN ACTIVE CONTRIBUTOR TO THE CONSOLIDATED PLAN AND ANNUAL REVIEWS, WE ADDRESS NEEDS IN THE CITY WITH RESPONSES INFORMED BY THE CITY ITSELF, OUR PARTNERS, OUR VOLUNTEERS, OUR DONORS, AND THOSE WE ARE SERVING. WE WORK HAND IN HAND WITH OTHER NON-PROFITS AND GOVERNMENT AGENCIES TO DEVELOP STRATEGIES TO EFFICIENTLY SERVE CLIENTS. WE HAVE IDENTIFIED COLLABORATING PARTNERS AS A KEY TO CLIENT SUCCESS, LEADING US TO SPEARHEAD THE NEWEST AND MOST INNOVATIVE COMMUNITY-WIDE INITIATIVES, INCLUDING THE WINTER CONTINGENCY PLAN THAT HOUSES HOMELESS SINGLE WOMEN IN THE WINTER, THE LANDLORD MITIGATION FUND TO LOWER BARRIERS FOR HOUSING, AND YEARLY DATA-GATHERING PROJECTS THAT BETTER ARTICULATE COMMUNITY NEED. OUR EXECUTIVE DIRECTOR IS THE CHAIRMAN OF OUR REGION'S PLANNING COUNCIL ON HOMELESSNESS FOR THE STATE OF INDIANA, COLLABORATING WITH EACH AGENCY ON PROJECTS FOR A BETTER COORDINATION OF SERVICES. WE PARTICIPATE IN THE COORDINATED ENTRY SYSTEM THROUGH HUD AND HEAR FROM PARTNERS EACH DAY TO BETTER COORDINATE RESPONSE, NOT JUST TO THE BROAD ISSUE OF POVERTY, BUT ON INDIVIDUAL CASES TO ENSURE EVERY RESPONSE IS SOUND AND CONTEXTUALIZED. ONE NEW EXAMPLE IS HOW WE NOW BRING REPRESENTATIVES FROM EACH HOUSING AGENCY TOGETHER EACH WEEK TO WORK THROUGH THE HOUSING PRIORITIZATION LIST. WITH EVERYONE IN THE SAME ROOM, RESPONSES TO HOUSING CRISES ARE SWIFT. WITHIN JUST SIX MONTHS OF OUR INITIATING THIS COLLABORATION, THE HOUSING PRIORITIZATION LIST HAS GONE FROM AN AVERAGE OF 162 HOUSEHOLDS TO UNDER 70. RESOURCES WILL NOT SOLVE THE NEED FACED BY THE SOCIAL SERVICE SECTOR IN COMBATING POVERTY. ONLY ADVOCACY AND PERSON-TO-PERSON SUPPORT CAN DO THAT. MANY OPTIONS EXIST FOR HELP, BUT WE BELIEVE OUR VALUE IS IN OUR ABILITY TO INSPIRE HOPE, MAKE CONNECTIONS AND SERVE AS A SUPPORT SYSTEM FOR FAMILIES IN CRISIS. OUR RESULTS SPEAK FOR THEMSELVES. IN ADVOCATING FOR FAMILIES, WE CAN GET THEM TO THE RIGHT RESOURCES AND STRENGTHEN THEM TOWARD SUFFICIENCY.
FORM 990, PAGE 6, PART VI, LINE 11B INTERFAITH HOSPITALITY NETWORK'S CONTROLLER PROVIDES AN ELECTRONIC COPY OF THE ORGANIZATION'S FEDERAL FORM 990 TO ALL MEMBERS OF THE BOARD OF TRUSTEES PRIOR TO FILING. A PAPER COPY IS PROVIDED UPON A BOARD MEMBER'S REQUEST.
FORM 990, PAGE 6, PART VI, LINE 12C PROCEDURES FOR ADDRESSING A CONFLICT OF INTEREST A. AN INTERESTED PERSON MAKES A PRESENTATION AT THE GOVERNING BOARD OR COMMITTEE MEETING, BUT AFTER THE PRESENTATION, HE/SHE LEAVES THE MEETING DURING THE DISCUSSION OF, AND THE VOTE ON, THE TRANSACTION OR ARRANGEMENT INVOLVING THE POSSIBLE CONFLICT OF INTEREST. B. THE CHAIRPERSON OF THE GOVERNING BOARD OR COMMITTEE, APPOINTS, IF APPROPRIATE, A DISINTERESTED PERSON OR COMMITTEE TO INVESTIGATE ALTERNATIVES TO THE PROPOSED TRANSACTION OR ARRANGEMENT. C. AFTER EXERCISING DUE DILIGENCE, THE GOVERNING BOARD OR COMMITTEE DETERMINES WHETHER THE ORGANIZATION CAN OBTAIN WITH REASONABLE EFFORTS A MORE ADVANTAGEOUS TRANSACTION OR ARRANGEMENT FROM A PERSON OR ENTITY THAT WOULD NOT GIVE RISE TO A CONFLICT OF INTEREST.
FORM 990, PAGE 6, PART VI, LINE 15A THE COMMITTEE REVIEWS AND APPROVES, FOR SELECTED KEY EXECUTIVES, BASE SALARIES AND ANNUAL INCENTIVE OPPORTUNITY ADJUSTMENTS, AND OBJECTIVES AND GOALS FOR THE UPCOMING YEAR'S ANNUAL INCENTIVE PLAN. THE COMMITTEE REVIEWS AND RECOMMENDS TO THE BOARD SALARY APPROVAL AND INCENTIVE AWARDS FOR THE EXECUTIVE DIRECTOR. WHILE INTERFAITH HOSPITALITY NETWORK FOCUSES ON COMPARABLE NONPROFIT ORGANIZATIONS IN OUR AREA TO BENCHMARK PAY, WE ALSO UNDERSTAND THAT THE MARKET FOR EXECUTIVE TALENT MAY BE BROADER THAN THIS GROUP. MARKET INFORMATION FROM TWO ADDITIONAL COMPENSATION SURVEYS MAY BE USED AS A SUPPLEMENT. IN ADDITION, INTERFAITH HOSPITALITY NETWORK MAY ALSO COLLECT OTHER PUBLISHED SURVEY DATA, WHEN APPROPRIATE, FOR FOR-PROFIT ORGANIZATIONS FOR SPECIFIC FUNCTIONAL COMPETENCIES SUCH AS FINANCE AND HUMAN RESOURCES. TOGETHER WITH DATA FROM THE COMPARABLE LOCAL ORGANIZATIONS, DATA FROM THESE MARKET SEGMENTS ARE USED TO FORM A "MARKET COMPOSITE" TO ASSESS THE COMPETITIVENESS OF COMPENSATION. IN GENERAL, INTERFAITH HOSPITALITY NETWORK POSITIONS TOTAL COMPENSATION, INCLUDING BENEFITS, AT THE MEDIAN OF THE MARKET. PROGRAMS ARE DESIGNED TO BE FLEXIBLE SO THAT COMPENSATION CAN BE ABOVE OR BELOW THE MEDIAN BASED ON EXPERIENCE, PERFORMANCE, AND BUSINESS NEED TO ATTRACT AND RETAIN SPECIFIC TALENT.
FORM 990, PAGE 6, PART VI, LINE 18 THE ORGANIZATION'S FEDERAL FORM 990 FOR THE PREVIOUS THREE YEARS IS AVAILABLE AT WWW.GUIDESTAR.ORG.
FORM 990, PAGE 6, PART VI, LINE 19 UPON A WRITTEN REQUEST TO THE BOARD PRESIDENT, INTERFAITH HOSPITALITY NETWORK MAKES PUBLIC DISCLOSURE OF THE ORGANIZATION'S ARTICLES OF INCORPORATION, BY-LAWS, AND FEDERAL FORM 990. GOVERNING DOCUMENTS ARE AVAILABLE FOR INSPECTION AT INTERFAITH HOSPITALITY NETWORK'S CORPORATE OFFICES LOCATED AT 2925 EAST STATE BLVD., FORT WAYNE, IN 46805 DURING NORMAL BUSINESS HOURS WITHIN 10 BUSINESS DAYS OF THE RECEIPT OF THE WRITTEN REQUEST. THE ORGANIZATION'S CONFLICT OF INTEREST POLICY AND FINANCIAL STATEMENTS ARE NOT MADE AVAILABLE TO THE GENERAL PUBLIC.
FORM 990, PART XI, LINE 9 LOSS ON DISPOSAL OF FIXED ASSETS 6,534 LOSS ON DISPOSAL OF FIXED ASSETS -6,534
For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ.
Cat. No. 51056K
Schedule O (Form 990 or 990-EZ) 2019


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