St. Louis Health Equipment Lending Program, Inc.
Taking Back Healthcare, Neighbor to Neighbor
St. Louis Health Equipment Lending Program, Inc.
EIN: 80-0144355
as of September 2023
as of September 18, 2023
Mission
Neighbor to neighbor, providing recycled free home medical equipment, sharing healing, happiness and independence, while preserving the environment.
Notes from the nonprofit
St. Louis Health Equipment Lending Program now provides access to our services 24/7/365 at www.stlhelp.org. We are focusing on integrating our services into communities throughout the St. Louis Region, to include collaborative partnerships with existing community organizations.
Ruling year
2008
Executive Director
Ms. Karen Lanter
Main address
9709 Dielman Rock Island Industrl Dr
St. Louis , MO 63132 USA
EIN
80-0144355
Recycling
Medical support services
Developmental disability services
Independent living for people with disabilities
Senior services
Population served
Children and youth
Seniors
Economically disadvantaged people
People with disabilities
People with physical disabilities
NTEE code
Developmentally Disabled Services/Centers (P82)
Senior Centers/Services (P81)
Recycling (C27)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
St. Louis Health Equipment Lending Program, dba St. Louis HELP
Neighbor to neighbor, providing recycled free home medical equipment, sharing healing, happiness and independence, while preserving the environment.
Where we work
Affiliations & memberships
Points of Light Foundation 2014
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of clients served
This metric is no longer tracked.Totals By Year
Population(s) Served
People of African descent, Multiracial people, People of European descent, People of Latin American descent, People with disabilities
Related Program
St. Louis Health Equipment Lending Program, dba St. Louis HELP
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
2020 was a difficult year with the pandemic. The tracking was not as consistent as it is during other times due to staff/volunteer availability.
Total pounds of debris collected
This metric is no longer tracked.Totals By Year
Related Program
St. Louis Health Equipment Lending Program, dba St. Louis HELP
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
With the pandemic, 2020 included lots of collecting, but lack of staff resulted in less record keeping
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
St. Louis Health equipment Lending Program seeks to:
I. Define the organization's mission and vision
II. Educate board and staff to improve organizational performance
III. Build a central data base to empower us
IV. Achieve Financial Sustainability
V. Improve access to services, expand footprint
VI. Build infrastructure
VII. Be Advocates
What are the organization's key strategies for making this happen?
Planning session
a. Each board meeting includes best practices
b. Staff education
1. Computer training to upgrade our systems
Salesforce, Gabbit, Wix, DocuSign, Canvas
2. Director continuing education
c. Board to focus on diversity and inclusion among board, staff and volunteers.
a. Utilize Salesforce traning
a. Develop diverse revenue streams
1. Stratify existing stakeholders in database, develop targets
2. Build individual giving program, $23,000 per month
a. Promote and implement strong recurring giving program
b. Secure gifts face-to-face with individual donors
3. Build grant income by 50%
a. Pursue transformation or capacity-building as focus
b. Add gifts-in-kind to budgets for funders' and public viewing to show capacity
a. Identify and partner with at least six locations in St. Louis region and four in Jefferson County. Three will be in the City.
to be drop off and pick up locations
b. Build collaborative partnerships with City partners, children's hospitals, and Rankin Jordan to distribute Children's home medical equipment
c. Secure funding for at least a 75% employee in Crystal City, recruit volunteers to assist
d. Care should be taken to locate partners in zip codes identified as medically underserved
e. Utlize data base, website, eblasts and social media to spread increase awareness
f. Create and implement an interactional website with online request form for HELP
a. Improve phone system - HELP line
b. Improve phone system
c. Develop job descriptions
d. Develop policies
1. Gift Acceptance
2. Personnel
3. Operations
e. Develop a volunteer program with regular helpers
f. Make Operations Manager and Data Base Manager full time roles.
g. Identify and fill parttime staff roles: resource coordinator back up, marketing, bookkeeping
a. Participate in at least one legislative day in Jefferson City, with PTs ready to speak
b. Secure funding and hire a staff person devoted to helping people navigate the
equipment reimbursement process
What are the organization's capabilities for doing this?
Everything included is within our reach. As a seasoned nonprofit leader, Karen Lanter is experienced in transforming charities. We are increasing our community outreach, visibility, funding and success.
What have they accomplished so far and what's next?
1. Redefined mission and goals.
2. improved access to services through new interactive website. People can request HELP anytime.
3. Built database.
4. Made Operations manager full time.
5. Developed several policies.
6. Improved phone system
7. Focusing on communities that are medically underserved. Numbers of people served are already increasing.
8. Creating collaborative partnerships in the community. Have two so far.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
21.03
Months of cash in 2021 info
9.3
Fringe rate in 2021 info
12%
Funding sources info
Assets & liabilities info
Financial data
St. Louis Health Equipment Lending Program, Inc.
Revenue & expensesFiscal Year: Jan 01 - Dec 31
St. Louis Health Equipment Lending Program, Inc.
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
St. Louis Health Equipment Lending Program, Inc.
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
This snapshot of St. Louis Health Equipment Lending Program, Inc.’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | -$54,609 | $14,025 | $10,486 | $738,740 | $645,056 |
| As % of expenses | -18.3% | 6.2% | 5.4% | 294.4% | 205.3% |
| Unrestricted surplus (deficit) after depreciation | -$61,218 | $12,060 | $9,441 | $738,618 | $626,795 |
| As % of expenses | -20.1% | 5.3% | 4.8% | 294.3% | 188.5% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $243,448 | $240,888 | $206,174 | $978,042 | $171,922 |
| Total revenue, % change over prior year | -31.3% | -1.1% | -14.4% | 374.4% | -82.4% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 1.0% | 6.7% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 16.4% |
| All other grants and contributions | 100.0% | 99.9% | 94.7% | 99.0% | 76.1% |
| Other revenue | 0.0% | 0.1% | 5.3% | 0.0% | 0.9% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $298,057 | $226,863 | $195,688 | $250,889 | $314,262 |
| Total expenses, % change over prior year | -5.1% | -23.9% | -13.7% | 28.2% | 25.3% |
| Personnel | 55.0% | 64.2% | 65.0% | 62.7% | 61.6% |
| Professional fees | 5.9% | 4.4% | 5.6% | 5.6% | 3.0% |
| Occupancy | 14.6% | 10.7% | 11.0% | 14.9% | 20.8% |
| Interest | 0.0% | 0.0% | 0.1% | 0.1% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 24.5% | 20.6% | 18.4% | 16.7% | 14.6% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $304,666 | $228,828 | $196,733 | $251,011 | $332,523 |
| One month of savings | $24,838 | $18,905 | $16,307 | $20,907 | $26,189 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $34,259 |
| Total full costs (estimated) | $329,504 | $247,733 | $213,040 | $271,918 | $392,971 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 1.2 | 2.7 | 2.6 | 38.4 | 9.3 |
| Months of cash and investments | 1.2 | 2.7 | 2.6 | 38.4 | 24.4 |
| Months of estimated liquid unrestricted net assets | 0.3 | 1.2 | 2.0 | 36.9 | 23.3 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $31,010 | $50,300 | $41,746 | $801,901 | $243,356 |
| Investments | $0 | $0 | $0 | $0 | $395,996 |
| Receivables | $0 | $0 | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $23,908 | $23,908 | $23,908 | $23,908 | $42,106 |
| Accumulated depreciation (as a % of LBE) | 86.6% | 94.9% | 99.2% | 99.7% | 62.0% |
| Liabilities (as a % of assets) | 68.1% | 55.2% | 25.1% | 4.0% | 4.6% |
| Unrestricted net assets | $0 | $0 | $0 | $0 | $0 |
| Temporarily restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $11,231 | $23,291 | $32,732 | $771,350 | $626,795 |
Key data checks
| Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Ms. Karen Lanter
Number of employees
Source: IRS Form 990
St. Louis Health Equipment Lending Program, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
St. Louis Health Equipment Lending Program, Inc.
Board of directorsas of 12/02/2022
Board of directors data
Nancy Murphy
BJC
Term: 2025 - 2022
Mark Harder
Ronald Chenault
Donna Gunning
Mers/Goodwill
Christina Hardin Weiss
AE Corner
Cindy Hardin Weiss
AE Corner
Corinne Kellerman
BJC
Cynthia Kerman
BJC
Steve McFarland
John Matthews
Nancy Murphy
BJC
Board leadership practices
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? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 12/02/2022GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- 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 help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- 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.
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- Financial statements for 2021, 2012, 2011
- Letter of Determination
- Officer and/or Employee data for 2021, 2020, 2019, 2018, 2017
- Contractor and/or Paid Preparer data for 2021, 2020, 2019
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