Building Homes, Building Community

GuideStar Charity Check


EIN: 61-1253346


Use the power of housing to transform lives and build a brighter future for our community.

Notes from the nonprofit

The Housing Development Alliance operates on a fiscal year, which begins on July 1 and ends on June 30.

Ruling year info


Executive Director

Mr. R. Scott McReynolds

Assistant Director

Mr. Chris Doll

Main address

PO Box 7284


Show more contact info

Formerly known as

Hazard Perry County Housing Development Alliance



Subject area info

Community and economic development

Human services

Housing development

Population served info

Age groups

Family relationships

Social and economic status


NTEE code info

Housing Development, Construction, Management (L20)

Financial Counseling, Money Management (P51)

Rural (S32)

What we aim to solve

SOURCE: Self-reported by organization

The Housing Development Alliance (HDA) was created to meet the affordable housing needs of low-income people living in our service area in Appalachian East Kentucky. The four counties we serve are some of the poorest in the entire country, with poverty levels exceeding 30%. Most of the people in our region are very low-income or low-income, with around 42% of them living on a yearly income of $25,000 or less. The poverty rates and median incomes in our area have devastated the local housing market. To put it simply, whether buying or renting, the fact is that housing is increasingly unaffordable, particularly for ordinary working-class East Kentuckians who are struggling to get by.

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?


HDA's income-based Homeownership Program helps low-income individuals and families living in Breathitt, Knott, Leslie, and Perry Counties in East Kentucky become new homeowners. Prospective homeowners who qualify for our program receive Housing Counseling to prepare them for homeownership and contribute up to 150 hours of sweat equity in the construction of their homes. HDA has made the homeownership dreams of 325 East Kentucky families come true across its 29-year history.

Population(s) Served

Our on-staff and experienced carpenter crews have made 835 home repairs throughout the region. In the counties we serve in East Kentucky (Breathitt, Knott, Leslie, and Perry), many houses are aging, in need of updated sources of heating and cooling, and/or are not safe and accessible for those who live there. We remedy those problems by making home repairs and home rehabilitations at an affordable price for the homeowner. Our program helps very low and low-income homeowners in our area receive home-improving – and often, life-improving – repairs that would be difficult for them to complete or afford without our assistance. Many of the homeowners we’ve helped are elderly, disabled, live alone, or are Veterans.

Population(s) Served

The Housing Development Alliance owns and maintains 20 rental units. These units are designed to provide accessible, high quality, affordable housing for low-income individuals and families. Our goal is for a person or family to own an affordable home, but in some cases, renting is a better option. For some, the costs associated with owning and maintaining a home are just not feasible at the time. An affordable rental home gives families a good, healthy place to live while providing them the time to make a plan to achieve homeownership, pay off any debts, and secure employment that doesn’t require moving out of the area or uprooting the family. We have very little turnover in our rental units, which means that our rentals typically stay full. We do, however, maintain a waiting list.

Population(s) Served
Social and economic status
Age groups
Ethnic and racial groups
Sexual identity
Social and economic status
Age groups
Ethnic and racial groups
Sexual identity
Social and economic status
Age groups
Ethnic and racial groups
Sexual identity

Where we work

Our results

SOURCE: Self-reported by organization

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

Number of people no longer living in unaffordable, overcrowded housing as a result of the nonprofit's efforts

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

Outcome - describing the effects on people or issues

Direction of Success


Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

Our mission is to use the power of housing to transform lives and build a brighter future for our community. We do this by providing affordable, quality homes, home repairs, and rentals for low-income people living in Breathitt, Knott, Leslie, and Perry Counties in East Kentucky.

Homeownership - Build and sell at least 20 affordable homes each year.

Home Repair - Complete 60-70 home rehabs/repairs each year.

Affordable Rentals - Develop 1 to 3 new rental units each year.

Hope Building Program - Build 15 new homes for middle-income families.

Provide an affordable housing solution for 1,000 families in the next 10 years.

Our previous 29 years of experience have taught us strategies to address housing issues in our service area, as well as shown us the gaps that we have not addressed. It is our plan to build on these existing strategies and to begin to address some of the identified gaps. Our focus will continue to be our Income-Based programs. We will continue to improve and increase our ability to provide homeownership, rental and home-repair to low-income households in our community. In addition, we will grow our new Open Market products which allow us to serve families that we have not been able to serve through our traditional Income-Based programs.

HDA pledged to serve 1,000 households in the ten years from July 1, 2019 to June 30, 2029 with our Homeownership, Home Repair, and Rental programs. During the next three years, HDA is projecting serving 294 households through all of our various products, putting us in a good position to accomplish our ten year goal of serving 1,000 households.

HDA has developed a reputation as a high-quality construction company. In our community, the region, and the state we have received recognition for the quality of our new homes and our repairs. However, with quality comes cost. As we grow both our Income-Based and our Open Market programs, we will strive to maintain construction quality while also continuing to determine ways to reduce costs. We will work to find the most affordable ways to provide the quality of construction that our customers expect and deserve.

Among HDA's assets is a $1.51 million Revolving Loan Fund (RLF). HDA will continue to use RLF to help achieve the production goals for this business plan by using it for land acquisition, pre-development costs and construction or permanent financing on a project, or as leverage to obtain additional investments in the corporation. We will continue to use RLF in the way that best helps the company meet its production goals. Finally, the COVID pandemic has caused us to be aware of how it is impacting our products and services currently as well as how this impact will change over the time of this plan.

- Served over 2,900 people
- Built & sold 325 homes
- Completed 835 home repairs
- Developed 43 rental units
- Contributed over 30,000 hours of volunteer labor to the community
- Supported 80 local jobs annually - 30 are full-time jobs with benefits
- Invested $55 million back into the local economy
- Added $35 million to local tax base, resulting in over $350,000 in local tax revenue
- Provided paid, on-the-job construction training for men & women in recovery; nearly HALF of our trainees have gained full-time employment or have completed college programs soon after finishing our training in Hope Building

Our goal is to serve 1,000 families from July 1, 2019 to June 30, 2029.

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 take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 0.83 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 2.2 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 15% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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.

Fiscal year ending: cloud_download Download Data


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of HOUSING DEVELOPMENT ALLIANCE 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 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$39,006 -$1,075 $1,345,979 $226,874 $311,677
As % of expenses -1.0% 0.0% 29.8% 6.2% 5.1%
Unrestricted surplus (deficit) after depreciation -$131,229 -$89,253 $1,250,321 $128,778 $203,263
As % of expenses -3.4% -2.4% 27.1% 3.4% 3.3%
Revenue composition info
Total revenue (unrestricted & restricted) $3,636,154 $4,191,696 $4,552,632 $3,911,383 $6,464,588
Total revenue, % change over prior year -15.7% 15.3% 8.6% -14.1% 65.3%
Program services revenue 72.6% 62.9% 69.1% 62.6% 29.6%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.5% 0.4% 0.4% 0.3% 0.2%
Government grants 18.4% 17.2% 20.5% 19.3% 56.4%
All other grants and contributions 5.8% 16.6% 5.1% 9.1% 6.4%
Other revenue 2.7% 3.0% 5.0% 8.8% 7.4%
Expense composition info
Total expenses before depreciation $3,735,256 $3,693,016 $4,518,111 $3,686,376 $6,093,658
Total expenses, % change over prior year -5.3% -1.1% 22.3% -18.4% 65.3%
Personnel 35.2% 34.4% 34.7% 42.0% 28.7%
Professional fees 0.8% 0.5% 0.9% 0.4% 0.2%
Occupancy 0.9% 0.7% 0.6% 0.9% 0.5%
Interest 0.8% 0.9% 0.9% 1.3% 1.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 62.4% 63.6% 62.8% 55.4% 69.5%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $3,827,479 $3,781,194 $4,613,769 $3,784,472 $6,202,072
One month of savings $311,271 $307,751 $376,509 $307,198 $507,805
Debt principal payment $24,623 $9,877 $0 $0 $305,269
Fixed asset additions $0 $247,716 $124,130 $345,514 $334,423
Total full costs (estimated) $4,163,373 $4,346,538 $5,114,408 $4,437,184 $7,349,569

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 1.6 2.8 3.8 3.8 1.8
Months of cash and investments 1.6 2.8 3.8 3.8 1.8
Months of estimated liquid unrestricted net assets -1.6 -2.5 2.1 3.3 1.4
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $501,508 $853,305 $1,445,866 $1,157,035 $906,607
Investments $2,246 $2,461 $3,273 $4,685 $3,744
Receivables $1,186,993 $1,311,729 $1,529,266 $1,279,073 $1,383,807
Gross land, buildings, equipment (LBE) $3,771,919 $4,019,635 $4,143,765 $4,308,677 $4,643,101
Accumulated depreciation (as a % of LBE) 28.9% 29.3% 30.7% 27.6% 28.0%
Liabilities (as a % of assets) 35.2% 34.9% 40.5% 44.4% 38.3%
Unrestricted net assets $660,601 $571,348 $1,821,669 $1,950,447 $2,153,710
Temporarily restricted net assets $3,401,498 $3,901,498 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $3,401,498 $3,901,498 $2,584,672 $2,584,447 $2,662,566
Total net assets $4,062,099 $4,472,846 $4,406,341 $4,534,894 $4,816,276

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


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

Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Executive Director

Mr. R. Scott McReynolds

R. Scott McReynolds has worked in the rehabilitation and construction of affordable housing in eastern Kentucky since 1992. Under his leadership, the Housing Development Alliance (HDA) has grown from a staff of one to a staff of 30. Since 1996, HDA has completed 325 new homes, completed 835 home repairs for low-income homeowners, and has developed 43 affordable rental units. Mr. McReynolds has successfully administered over $50 million in state and federal grants. He is a licensed Mortgage Loan Originator through the NMLS system. Mr. McReynolds sits on the boards of Fahe, the National Rural Housing Coalition, and the Appalachian Impact Fund. He holds a Master of Divinity from the Candler School of Theology at Emory University.

Assistant Director

Chris Doll

Chris Doll has worked with the Housing Development Alliance since 1996. He is responsible for operations and management of the homeownership and homeowner repair/rehab programs, as well as supervising our housing counseling program staff. He assists Mr. McReynolds in administering numerous state and federal grants. Mr. Doll is a Kentucky Housing Corporation-certified Housing Counselor, a USDA-Rural Development-certified Loan Originator, a licensed Mortgage Loan Originator through the NMLS system, and he is HUD certified in Environmental Review Procedures. Before coming to HDA, Mr. Doll worked with the Appalachian Service Project (ASP) as a Home Repair Coordinator and Summer Center Director. He holds a bachelor’s degree in Sociology from Illinois Wesleyan University.

Number of employees

Source: IRS Form 990


Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.


Board of directors
as of 02/13/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Mr. Jonathan Collins

Appalachian Regional Healthcare

Term: 2022 - 2026

Board co-chair

Mr. Darryl Parker


Term: 2024 - 2028

Annie Williams

Appalachian Regional Healthcare (ARH)

Betsy Clemons

Hazard-Perry County Chamber of Commerce

Bobby Duff


Jonathan Collins

Appalachian Regional Healthcare (ARH)

Johnie Akers

WellCare Health Plans of Kentucky

Brandon Cornett

WellCare Health Plans of Kentucky

Darryl Parker


Key Douthitt

North Fork Valley Community Health Center

Karen Alfano


Wallace Caleb Bates

Hazard Community & Technical College

Ricky Campbell

Whitaker Bank

Joey Jones


Claudette Enriquez


Cortney Caudill

WellCare Health Plans of Kentucky

Susan Sizemore


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 2/13/2024

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
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

The organization's co-leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data


Equity strategies

Last updated: 02/04/2021

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 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 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.
  • 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.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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.


Fiscal year ending
There are no fundraisers recorded for this organization.