Housing, Shelter

Maximum Accessible Housing of Ohio

Providing accessibility, promoting independence.

aka MAHO

Cleveland, OH

Mission

Through housing, advocacy, and education, we advance accessible and inclusive communities where all people can thrive.

Ruling Year

1989

President

Mr. Stephen P. Hansler

Main Address

1725 East 115th Street MAHO Office

Cleveland, OH 44106 USA

Keywords

Housing, Disability, Accessibility, Universal Design, Wheelchair, Paralyzed

EIN

34-1607289

 Number

3423392649

Cause Area (NTEE Code)

Home Improvement/Repairs (L81)

Senior Citizens' Housing/Retirement Communities (L22)

Disabled Persons' Rights (R23)

IRS Filing Requirement

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

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Social Media

Programs + Results

What we aim to solve New!

Thirteen percent of Americans are over 65 years old; over 89% plan to age in place. Thirteen percent of Americans have a mobility disability, a percentage that will likely continue to grow, as disability rates increase with age. Without having accessibility features in their homes, many will have to rely on the assistance of others to live a normal day.

The study, “Aging and Disability: Implications for . . . Housing Policy" looks at future needs for accessibility in housing. The authors conclude that by 2030, 20% of households will have at least one member with a disability needing accessibility features. Also, over the lifespan of a new home, there is a 60% likelihood that a person with a mobility disability will live in that home.

Yet 90% of our housing stock is inaccessible to a person with a mobility disability. Maximum Accessible Housing of Ohio (MAHO) developed its 2016-18 Strategic Plan to address these issues and help provide solutions.

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Anderson Center for Accessible Living

Vistas Apartment Communities

Where we workNew!

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

Our 2016-18 Strategic Plan delineates the following goals:

GOAL 1: Be a leading resource in the region for information and education on accessibility, universal design, and visitability.
GOAL 2: Continuously improve the functionality and quality of service provided by the Vistas Communities.
GOAL 3: Increase the quantity and range of housing options with practicable accessibility features.
GOAL 4: Increase awareness of, understanding of, and engagement with accessibility issues and MAHO.
GOAL 5: Develop and maintain human capital to meet organizational needs.
GOAL 6: Cultivate diverse, sustainable revenue streams.

GOAL 1: Be a leading resource in the region for information and education on accessibility, universal design, and visitability.
• Update and implement an operating plan for the Anderson Center for Accessible Living that includes regular and recurring activities.
• Train and encourage people to become active accessibility champions.
• Build a database and engage a network of professionals trained and practiced in accessibility.
• Improve community accessibility and increase inclusion by teaching organizations and businesses how to meet and exceed regulations.

GOAL 2: Continuously improve the functionality and quality of service provided by the Vistas Communities.
• Obtain regular input from tenants to identify ways that MAHO can better meet their needs.
• Identify and implement best practices for administrative property management.
• Identify and implement best practices for property operations.
• Conduct facility assessments at all properties and implement recommendations as appropriate.
• Ensure effective use of technology.

GOAL 3: Increase the quantity and range of housing options with practicable accessibility features.
• Partner with institutions and housing creators/developers to ensure appropriate and effective accessibility.
• Explore and pursue opportunities for developing a home modifications program.
• Identify and consider opportunities to acquire and renovate existing housing.
• Explore building other types of accessible housing.

GOAL 4: Increase awareness of, understanding of, and engagement with accessibility issues and MAHO.
• Develop and implement a comprehensive marketing plan.
• Pursue and develop relationships with contacts in the media.
• Identify and engage new audiences.
• Provide and leverage experiential opportunities and demonstrations to increase awareness.
• Conduct public advocacy and activism around accessibility issues.

GOAL 5: Develop and maintain human capital to meet organizational needs.
• Identify, recruit, manage, and engage volunteers to meet program needs.
• Develop program to reach and engage young audiences in our programs, fundraising, and outreach efforts.
• Identify, pursue, and recruit new members for the Board of Directors.
• Develop and implement a comprehensive program for initial and ongoing development and training of Board members.
• Develop and support mechanisms that ensure continued staff quality to meet organizational needs.

GOAL 6: Cultivate diverse, sustainable revenue streams.
• Develop and implement a comprehensive fundraising plan.
• Identify and implement best practices in donor cultivation.
• Identify, cultivate, and engage major funders, including foundations, corporations, and governments.
• Identify and pursue opportunities for earned income.
• Develop and implement a plan for the spending and/or investment of financial assets.

With its long, singular focus on accessible housing, MAHO is uniquely positioned to provide much-needed housing solutions, education, information, and support. Our 2016-18 Strategic Plan delineates ways to do that through existing programs and new endeavors, while simultaneously strengthening the organization as a whole.

First, the plan focuses on our current programs. We consider how the Anderson Center can build on its initial successes and expand its influence, and we address how to continuously improve the Vistas in terms of both function and quality. Next, we consider other ways to increase accessible housing options, on our own and in partnership. The plan then moves into outreach and how to ensure that issues related to accessibility and disability get the attention they deserve. Finally, we look at the resources needed to fulfill our mission. Volunteers, including Board members, and paid staff are the human resources which are key components to the success of the plan. Ensuring that we have the necessary financial resources to fulfill the plan is also addressed.

With this plan, MAHO is well-prepared to build on its long history as the leader in Ohio in addressing the housing needs of people with physical disabilities. The need is great, the opportunities are abundant, and this plan provides clear direction for the next three years.

We have developed a detailed implementation plan for each goal, broken down by strategy. The plans delineate the tasks, people involved, timing, and outcomes for each strategy. Progress is reported at quarterly Board, Committee, and staff meetings.

Our 2016-2018 Strategic Plan launched in January of 2016. Completed activities include an update of the Anderson Center Operating Plan, creation of a volunteer program, and analysis of the organization's marketing and fundraising capacity. In 2017, our accessibility education program trained 284 seniors, 141 real estate agents, and 49 occupational and physical therapists.

Ongoing activities through 2018 include identifying and implementing best practices in facility and property management, as well as upgrading MAHO's technological resources. Our Anderson Center will be launching a website dedicated to providing accessibility information to consumers.

External Reviews

Photos

Financials

Maximum Accessible Housing of Ohio

Fiscal year: Mar 01 - Feb 28

Need more info on this nonprofit?

Need more info on this nonprofit?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to view a Sample Report.

Operations

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

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & 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 & 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