Home Repair Services of Kent County, Inc.

-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.