BEYOND HOUSING-NEIGHBORHOOD HOUSING SERVICES

aka Beyond Housing   |   Pine Lawn, MO   |  www.beyondhousing.org

Mission

Our mission is to help entire communities become better places to live. We exist because home matters. We began with actual houses and housing preservation, focusing on quality and stability to give people a place to start. But, there is more to a home than the house. Home is about the life that happens in and around the house as well as the life that fuels and draws out the best of the people within it.

Beyond Housing is a community development organization that works in defined geographies like the Normandy Schools Collaborative in order to focus our resources where we can have the greatest impact.

While most organizations focus on one, maybe two, impact areas within a community, we understand that, in order to have a real impact, we must focus on all of the areas that make up a thriving community-housing, education, health, job readiness/access and economic development.

Ruling year info

1976

President/CEO

Mr. Chris Krehmeyer

Main address

6506 Wright Way

Pine Lawn, MO 63121 USA

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EIN

51-0179471

NTEE code info

Housing Rehabilitation (L25)

Other Housing Support Services (L80)

Community, Neighborhood Development, Improvement (S20)

IRS filing requirement

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

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Communication

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?

Beyond Housing Program

Through three comprehensive and innovative community development programs; Service-Enriched Rental Housing, Homeownership Services, and Community Engagement, Beyond Housing annually helps to improve the lives of more than 5,000 people each year. It has led the ongoing redevelopment and revitalization of an entire inner ring suburb. It has been at the forefront of counseling hundreds of local homeowners facing foreclosure. It has built dozens of new homes; rehabbed or repaired hundreds of others thereby increasing property values; provided homeownership and money management training for thousands; introduced an individual development account matched savings program to help build family wealth; and provided safe, positive activities for children and youth. Place-Based Community Building Much of our current work is place-based in Pagedale, where we were invited to help stabilize and improve the housing stock, help families identify and obtain educational, employment and support services, build community leadership capacity, and promote economic development. We positively touch more than 1,000 lives there each year. We have built 90 new homes and helped rehab hundreds of others. Our Pagedale Family Resource Center offers training programs, after school and summer youth programs, a food pantry, and other support services. Individual Development Accounts are helping residents build wealth for the future. Economic development efforts will soon result in a new grocery and other stores, generating jobs and attracting more investment. Our Pagedale work is a national model for revitalizing inner ring suburbs. Over time, we plan to expand this exciting program to the entire Normandy School District and its 40,000 residents. Regional Programs and Services On a regional basis, our programs include both Service-Enriched Rental Housing and our Homeownership Center. We work with individuals and families across the region to help them identify and address the barriers that may prevent them from achieving long-term stability and success. We own rental homes in 23 St. Louis County municipalities. We provide tenant families with a comprehensive array of educational, employment, youth development, and other support services to help them achieve their long-term goals. We provide education and one-one-one counseling to help families purchase and sustain the American dream of homeownershieducation and other goals.

Population(s) Served

Where we work

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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.

We are a backbone organization that brings together a multitude of resources. We brings together existing resources and new ones with the goal of creating holistic solutions that will resulting in lasting change. Community members are key to our process and they will drive the efforts when our services are no longer needed.

Beyond Housing uses a process called Ask-Align-Act to engage the community on a variety of topics.
Ask: We ask residents what they would like to see and experience in their community.
Align: We align those desires with partners, resources, research and practice wisdom to ensure our actions are impactful and sustainable.
Act: We develop sustainable and impactful action plans and act on them, while continuing the Ask – Align – Act process to ensure we are on track.

We drive this work based on the idea of collective impact. Collective Impact occurs when organizations from different sectors agree to solve a specific social problem using a common agenda, aligning their efforts, and using common measures of success.

Beyond Housing has 4 offices and 80+ employees working towards our mission. From 2010-2013 we have invested over $2.5 million in the rehab of homes, $3.4 million in home repair grants to low-income families, built a 42 unit senior building, and brought the first grocery store in over 40 years and first ever bank to our target community. Our Community Land Trust has stewarded over $50 million in community reinvestment.

We have a large network of partners working collectively with us, including 20+ municipalities, other non-profits, educational institutions, corporations, and donors.

In 2015 we will complete construction on our second senior building, a mixed-use retail development, and will increase our capacity to serve by bringing many our our resources under one roof with a new headquarters in the center of our service area. This will provide the opportunity for program expansion, and create additional space for community partners to collaborate..

We report on outputs and outcomes for over 28 programs so it is difficult to summarize the breadth of our data. SMART goal data can be made available to funders.

A recent example of how outputs and outcomes changes the way were operate is in our Financial Education Department. Outcomes were indicating that people taking our home buyer education classes were not achieving the set goals (% grade in passing the exam). The program staff used this data to completely re-tool the way information was presented to align better with their measurement tools, increasing comprehension and raising test scores.

Financials

BEYOND HOUSING-NEIGHBORHOOD HOUSING SERVICES
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Operations

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

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BEYOND HOUSING-NEIGHBORHOOD HOUSING SERVICES

Board of directors
as of 3/16/2017
SOURCE: Self-reported by organization
Board chair

Craig Owens

City of Clayton

Chris Reimer

Kaldi's Coffee

Clayton Evans

Paul Martin

E.G. (Rev.) Shields

Mt. Beula M.B. Church

Erika Williams

BJC

Hazel Erby

St. Louis County Council

James Purdy

Jean Cody

John Meyer

Capes, Sokol Goodman & Sarachan

Maxine Clark

Build-a-bear

Mayor James McGee

City of Vinita Park

Mayor Mary Carter

City of Pagedale

Mayor Viola Murphey

City of Cool Valley

Michael Williams

Edward Jones

Nick Overkamp

Heartland Bank

Randy Weller

Citi Community Development

Ray Boshara

Federal Reserve Bank

Reginald Dickson

Buford, Dickson, Harper & Sparrow, Inc.

Robert Cox

Ralonda Jasper

Express Scripts

James Watson

Midwest Bank Centre

Sheila Williams

Thomas George

University of Missouri-St. Louis

Ty McNicols

Normandy School District

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