Greater Charlotte Hospitality & Tourism Alliance

Nonprofit profile at a glance

EIN
561910343
IRS 990 coverage
2010–2024
Forms available
Form 990 2024
Location
Charlotte, NC, USA
Phone
7043310079
Rating confidence
Limited

Official website

Reported finances

Revenue
$943,176
Expenses
$901,739
Assets
$249,112
Liabilities
$0

Source: IRS Form 990. Selected filing: tax year 2024. Amounts in USD.

Leadership & pay

34 people listed

Executive titles in this filing

  • MOHAMMAD JENATIAN (PRESIDENT)

Highest reported compensation

  • MOHAMMAD JENATIAN (PRESIDENT): $527,877 total reported compensation

Source: IRS Form 990. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.

Overview

Mission

The greater charlotte hospitality & tourism alliance (hta) is a full time association representing a variety of businesses in the greater charlotte area. The organization was established in october 1994 by the leaders of different segments of the hospitality industry. This combined organization was created to respond to the need for a full time and privately funded organization which was required to represent this growing industry with a commitment to proactively influence decisions, eliminating industry related challenges and maximizing opportunities for our remarkable industry.

What it reported doing in 2024

Helping Members Grow Their Business - Relentlessly focus on increasing business opportunities for members, enhancing HTA's membership value and making the organization a major resource, advocate and partner for members. - Continue making membership meetings and events the best in the Carolinas and beyond Tourism and Economic Development Projects - Assisting members with maximizing their buisness opportunities and addressing their challenges - Continuous building and enhancing of relationships with decision makers whose industry knowledge, support and active engagement are critical to growing our region's hospitality and tourism industry. - Continuously working with the Charlotte Regional Visitors Authority (CRVA) to provide them with required tools to attract more visitors to the Charlotte area, and meeting industry's overall expectations of annual county-wide room revenues, food & beverage revenues and car rental revenues. - Leading efforts and working with the CRVA, City, County, Mecklenburg Towns, adjacent counties and private developers to develop the following facilities, which are required for our region to attract major regional, statewide and national amateur sporting events. 1. A premier sports complex (15 soccer fields and championship-caliber seating) and regional park in Matthews. (First phase of this $40 million plus complex opened in May 2013) 2. A premier indoor amateur sports complex (15 basketball courts in size) 3. A premier tournament quality tennis complex for major amateur, pro and senior tennis tournaments (20 plus tennis courts and a championship stadium) 4. A premier baseball complex (15 baseball fields and championship-caliber seating) 5. A premiere Olympic style aquatic complex 6. A premier softball complex (15 softball fields and championship-caliber seating) - Leading and proactive involvement in: - Enhancing the Charlotte area's current major conventions and tourism-related events - Pursuing new major events to include a major "Labor Day College Football Game", a college baseball tournament, annual major international soccer games & tournaments, 2017 NBA All-Star Game, Pan-Am Games, 2024 Summer Olympics, Super Bowl, 2020 Republican or Democratic National Convention and mega tourism-related events at the Carolina Panthers' stadium - Making Charlotte the permanent home for "ACC Football Championship Game" - Making our Carolinas Aviation Museum (The Home of USAirways' Flight 1549 / "Miracle on the Hudson") one of the best aviation museums in the nation - Maximum promotion of our region's vast attractions and tourism related venues to attract more visitors III.Community & Region-Wide Initiatives Community & Region-Wide Initiative - Active Involvement in: - Making Charlotte a better place to live, work, play and visit by making it a more hospitality and visitor friendly city - Airport master expansion, developments and improvements - Public transportation, taxicabs, limos, etc. - Establishment of a medical school in Charlotte, region's pursuit of becoming a major energy hub, major office park developments, corporate relocations - Charitable projects (Dine Out for Kids, homeless issues, No Kid Hungry, etc.)

Operating model

Revenue model
Other-operating. 100% of the money available for current operations came from other operating revenue.
Distribution model
Cannot be determined from the filing. The filing does not provide enough consistent spending detail to tell whether the nonprofit works directly or through others.

The verdict

- The available evidence is not sufficient to produce an overall rating for this filing. This is not a warning sign.

Rating breakdown

  • Financial Efficiency: NotEnoughData
  • Transparency & Controls: 70
  • Accountability: 69
  • Sustainability: 37
  • Growth: 40

Detailed rating inputs

Financial Efficiency

  • Mission deployment rate: Limited
  • Program expense ratio: Limited
  • Fundraising efficiency: Limited

Transparency & Controls

  • Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
  • Pay-setting controls: 1 of 6 controls in place; rating input score 17
    • Compensation committee: Pass
    • Independent consultant: Missing
    • Other Form 990s reviewed: Missing
    • Written employment contract: Missing
    • Compensation survey or study: Missing
    • Board or committee approval: Missing
  • Foreign activity oversight: Limited
  • Grant itemization coverage: Limited
  • Major donor itemization: Limited
  • Related-party transparency: Limited

Accountability

  • Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
  • Governance controls: 2 of 8 controls in place; rating input score 25
    • Conflict-of-interest policy: Fail
    • Whistleblower policy: Fail
    • Document-retention policy: Fail
    • CEO compensation review process: Fail
    • Other executive compensation review process: NotApplicable
    • Form 990 shared with the board: Pass
    • Board meeting minutes documented: Pass
    • Audit committee oversight: Missing
    • Independent financial-statement audit: Fail

Sustainability

  • Operating margin: 4.4%; rating input score 48; 48th percentile among comparable filings
  • Total-asset coverage ratio: 0.28; rating input score 13; 13th percentile among comparable filings
  • Liabilities to assets ratio: 0; rating input score 91; 91st percentile among comparable filings
  • Officer compensation ratio: 58.5%; rating input score 1; 1st percentile among comparable filings

Growth

  • Program expense growth: Limited
  • Revenue growth: 3% per year; rating input score 100; 31st percentile among comparable filings
  • Asset growth: -2% per year; rating input score 0; 12th percentile among comparable filings

Details

  • Where the money goes: Financial trends and filed revenue, expense, asset, and liability detail
  • Governance: 27 of 27 board members independent · 2 of 8 filing controls reported
  • Programs: 1 filed program accomplishment
  • Leadership: top reported pay $528K · 34 people listed · 1 of 6 pay-setting controls reported
  • Consistency: 11 of 11 current checks pass
  • Schedules: 4 filed schedules · includes executive pay
  • Filing history: 14 filing years from 2010 to 2024
  • Contacts: How to reach this organization
  • Money network: 1 filed money-flow record
  • Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
  • People: Everyone the filings name, and which of them the filings identify by more than a name.
  • Staff and benefit plans: Retirement and health plans the organization files with the Department of Labor, and the people in them.

Key Signals

Signals prioritize questions for review. They are not findings of misconduct.

  • High — Accountability: Governance controls: 5 of 7 not reported.
  • High — Growth: Asset growth scored 0/100.
  • High — Sustainability: Total-asset coverage ratio scored 13/100.
  • Moderate — Sustainability: Operating margin scored 48/100.
  • High — Sustainability: Officer compensation ratio scored 1/100.