Home Repair Services of Kent County, Inc.

aka HRS   |   Grand Rapids, MI   |


Our Mission: Home Repair Services strengthens vulnerable Kent County homeowners because strong homeowners build strong communities. Our Vision: Confident homeowners enjoying vibrant communities.

Notes from the nonprofit

HRS Repair Program provided remarkable results. Highlights include: • The Repair Team completed 2006 jobs – a 23% increase over last year! • Restoration of heat for 368 cold households this past heating season ─ including the installation of 143 brand-new energy efficient furnaces! • 134 households received a desperately needed water heater repair or replacement. • 600 general plumbing request • Helping our elders to safely and gracefully age in place including the construction of 40 wheelchair access ramps and 58 complete bath modifications. These combined numbers were up 46%. • We served 77 military service veterans with projects ranging from accessibility improvements to new roofs. • This past year, 77% of clients were over the age of 60 – a historical high watermark, and 56% of our homeowners were persons of color – an underrepresented group of homeowners working diligently to to establish generational wealth for their families of this generation and the next.

Ruling year info


Executive Director

Joel Ruiter

Main address

1100 S. Division Ave.

Grand Rapids, MI 49507 USA

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NTEE code info

Home Improvement/Repairs (L81)

Other Housing Support Services (L80)

IRS filing requirement

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

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Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

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

Financial Counseling

HUD-certified financial counseling and case management for families facing foreclosure.

Population(s) Served

Free home repair Do-It-Yourself classes and "Money Matters" workshops.

Population(s) Served

Critical repairs and home access modifications for qualifying homeowners.

Population(s) Served
Indigenous peoples

Repair or build access ramp for home accessibility and bath modifications for safety and/or accessibility.

Population(s) Served
Indigenous peoples

Where we work


Platinum Transparency Award 2023


Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Average number of service recipients per month

This metric is no longer tracked.
Totals By Year
Related Program

Home Repair Team

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Last fiscal year (FY22), we helped 167 service recipients. This put us back on track with the pre-pandemic numbers.

Number of partner churches

This metric is no longer tracked.
Totals By Year
Type of Metric

Input - describing resources we use

Direction of Success

Holding steady

Context Notes

In FY22 we received donations from 17 churches.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

-Build capacity for vulnerable homeowners in Kent County to sustain homeownership.

-Serve and strengthen vulnerable homeowners so that they in turn build strong neighborhoods and communities.

-Staff: self-directed, adaptable, compassionate, and critical thinkers who exercise personal responsibility of leading and serving.

-Professional expertise in building trades.

-Cultural competency and inclusive behavior.

-Sustainability for core purpose.

-Strategic collaborations and partnerships to enable the organization’s capacity to fulfill its mission.

-Achieve excellence in all programs.

-Advance professional leadership and development.

-Articulate a clear identity that builds public awareness and knowledge.

-Continue to grow consumer participation.

-Maintain long-term financial viability.

-Develop a culture of leadership at every level of the HRS community.

-Build and achieve strong internal and external relationships to support the HRS vision and mission.

-Mission centered and mission driven
-Financially stable and effective stewards of resources
-Multiple partnerships including ICCF, Senior Neighbors, Disability Advocates
-Relationships with clients and client-centered policies
-Legacy of quality programs and services and a responsiveness to changing community needs over time
-Willingness and capacity to collaborate
-Leadership that is responsive to innovation and possesses clarity of mission
-Facility is well located, flexible in use and in excellent condition
-Purpose driven and talented staff
-Internal systems are strong and adhered to
-Universally respected within diverse client groups, funders, partners and municipal partners
-Strong board culture and understanding of policy governance

1a: Developed a plan for identifying each key positions’ unique requirements, documenting know-how, essential skills, and identifying potential internal successors for key employees who currently plan to retire. Board approved a successor in place at least 90 days prior to key employee’s retirement. Execution of succession plan included the creation of development strategies for successors when an external search is appropriate.
1b: Developed a plan for identifying and cross training for important skill sets currently missing or held by only one employee. (HUD Certifications, Bilingual skills, etc.) Board approved and evaluates progress after one year.

2a: January 30, 2020, conducted a survey of 300 existing Self-Help clients and HRS Facebook followers to identify desired additional workshop topics. June 30, 2020, HRS offered 2 new workshop topics and created additional workshop topics through 2022, based on client demand.
2b: January 2022, assembled a team to determine the feasibility of replicating the HRS business/agency model and “selling” it to other communities. The completed feasibility report with recommendations will be presented to board by September 2022.

3a: April 2020 board meeting identified and prioritized opportunities to improve operational processes and included an implementation plan. The Board approved and we executed the plan and evaluated progress after one year, determining additional improvement opportunities.
3b: Increased volunteer hours from skilled trades by 7% year over year by seeking volunteer partnerships and leveraging partnership with other organizations (for-profit, education, and non-profit).

4a: March 31, 2020 evaluated marketing/public relations/advertising firms. June 2020, made a recommendation to the Board to contract with an external firm to develop a communication and community awareness campaign for all HRS programs. On September 1, 2020, obtained a signed services contract with external firm.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • 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 identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • 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

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


Home Repair Services of Kent County, Inc.

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


Connect with nonprofit leaders


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Connect with nonprofit leaders


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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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Home Repair Services of Kent County, Inc.

Board of directors
as of 10/20/2023
SOURCE: Self-reported by organization
Board chair

Allyson Terpsma

Warner Norcross + Judd LLP

Term: 2020 - 2023

Ruben Ramos

R&R Mechanical Services, LLC

Scott Nicholson

Redfield Financial

Allyson Terpsma

Warmer Norcross + Judd LLP

Jim Comprere

Retired from Northwestern Life

Elzie Honicutt

Mercy Health

Dana O'Laughlin


James Judge

PNC Bank

Laura Kelso

Next Home Champions

Kathleen Vanderveen

Grand Valley State University

Adam Homan

National Nail

Nicole Swart

Clark Retirement

Will Friend

Re/Max of Grand Rapids

Carina Marquez-Vandermeer


Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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

SOURCE: Self-reported; last updated 9/29/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation

No data


No data

Equity strategies

Last updated: 09/14/2022

GuideStar 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 analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.