PLATINUM2024

Home Repair Services of Kent County, Inc.

Resources for Homeowners

aka HRS   |   Grand Rapids, MI   |  www.homerepairservices.org
GuideStar Charity Check

Home Repair Services of Kent County, Inc.

EIN: 38-2263817


Mission

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: -We served 80 military service veterans with projects ranging from accessibility improvements to new roofs. -The Repair Team completed 1,898 jobs. -Restoration of heat for 294 cold households this past heating season. -127 households received a desperately needed water heater repair or replacement. -613 general plumbing request. -Helping our elders to safely and gracefully age in place including the construction of 45 wheelchair access ramps and 46 complete bath modifications. -This past year, 55% of clients were over the age of 60. -This past year, 52% of clients were 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. -The average household annual income of our clients is $28,959.

Ruling year info

1979

Executive Director

Joel Ruiter

Main address

1100 S. Division Ave.

Grand Rapids, MI 49507 USA

Show more contact info

EIN

38-2263817

Subject area info

Financial counseling

Self-help groups

Housing services

Home repairs

Population served info

Adults

Families

Indigenous peoples

Low-income people

People with disabilities

NTEE code info

Home Improvement/Repairs (L81)

Other Housing Support Services (L80)

What we aim to solve

SOURCE: Self-reported by organization

Home Repair Services Addresses Generational Wealth In the region of Grand Rapids, Michigan, 18% of homeowners are cost burdened spending 30% or more of their household income on housing. However, 40% of black homeowners and 31% of Latino homeowners are cost burdened, compared to 18% of white homeowners. Low-income and persons of color not only have much fewer resources available to address an immediate financial need, but they also have exponentially less wealth than their white and higher income counterparts. Because ones home can be used as collateral or a bank for unexpected financial needs, and is typically the primary vehicle of building generational wealth, we are concerned that the disparities indicated by these realities will only be widened if not addressed immediately.

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
Adults

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

Population(s) Served
Adults

Critical repairs and home access modifications for qualifying homeowners.

Population(s) Served
People with disabilities
Economically disadvantaged people
Veterans

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

Population(s) Served
Economically disadvantaged people
Veterans
People with disabilities

Where we work

Awards

Platinum Transparency Award 2023

Candid

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

Increasing

Context Notes

Last fiscal year (FY23), we helped service an average of 210 recipients per month . This is an all-time record number of service recipients.

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 FY23 we received donations from 17 churches.

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.

-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 employees 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: Conducted a survey of 300 existing Self-Help clients and HRS Facebook followers to identify desired additional workshop topics. HRS offered 2 new workshop topics and created additional workshop topics based on client demand.

2b: 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.

3a: 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: Evaluated marketing/public relations/advertising firms. Made a recommendation to the Board to contract with an external firm to develop a communication and community awareness campaign for all HRS programs. 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

Financials

Home Repair Services of Kent County, Inc.
Fiscal year: Jul 01 - Jun 30

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
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

4.02

Average of 5.46 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

0.9

Average of 2.2 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

24%

Average of 27% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Home Repair Services of Kent County, Inc.

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Home Repair Services of Kent County, Inc.

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

Home Repair Services of Kent County, Inc.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Home Repair Services of Kent County, 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.

Created in partnership with

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$280,350 -$463,865 -$43,715 $210,146 -$70,188
As % of expenses -9.7% -17.9% -1.7% 6.8% -2.0%
Unrestricted surplus (deficit) after depreciation -$406,888 -$527,668 -$97,288 $141,510 -$153,813
As % of expenses -13.6% -19.9% -3.7% 4.5% -4.2%
Revenue composition info
Total revenue (unrestricted & restricted) $2,622,985 $2,563,120 $2,623,928 $3,292,251 $3,569,625
Total revenue, % change over prior year -6.0% -2.3% 2.4% 25.5% 8.4%
Program services revenue 46.8% 39.8% 43.3% 42.3% 38.9%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 1.1% 0.9% 0.8% 0.6% 0.6%
Government grants 23.7% 26.3% 28.6% 28.1% 33.1%
All other grants and contributions 27.0% 31.9% 27.2% 28.6% 25.7%
Other revenue 1.4% 1.1% 0.1% 0.4% 1.7%
Expense composition info
Total expenses before depreciation $2,875,600 $2,584,973 $2,596,949 $3,069,895 $3,535,825
Total expenses, % change over prior year 4.7% -10.1% 0.5% 18.2% 15.2%
Personnel 46.9% 48.7% 49.4% 43.6% 41.7%
Professional fees 21.3% 31.3% 30.8% 37.5% 39.7%
Occupancy 3.2% 2.1% 2.4% 2.2% 1.8%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 28.6% 17.8% 17.4% 16.7% 16.8%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $3,002,138 $2,648,776 $2,650,522 $3,138,531 $3,619,450
One month of savings $239,633 $215,414 $216,412 $255,825 $294,652
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $67,565 $0 $0
Total full costs (estimated) $3,241,771 $2,864,190 $2,934,499 $3,394,356 $3,914,102

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 1.3 1.2 2.7 1.7 0.9
Months of cash and investments 3.5 3.8 5.1 4.1 2.9
Months of estimated liquid unrestricted net assets 4.9 4.7 4.2 4.1 3.4
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $306,148 $252,334 $593,472 $423,710 $266,735
Investments $526,159 $566,904 $501,508 $625,380 $595,462
Receivables $543,229 $427,849 $308,035 $490,427 $573,882
Gross land, buildings, equipment (LBE) $3,184,239 $2,771,894 $2,867,575 $2,938,746 $2,943,746
Accumulated depreciation (as a % of LBE) 58.4% 65.4% 66.0% 66.9% 70.5%
Liabilities (as a % of assets) 8.2% 8.7% 14.6% 10.0% 10.1%
Unrestricted net assets $2,498,921 $1,971,253 $1,873,965 $2,015,475 $1,861,662
Temporarily restricted net assets $99,280 $211,562 N/A N/A N/A
Permanently restricted net assets $177,105 $173,237 N/A N/A N/A
Total restricted net assets $276,385 $384,799 $438,303 $549,233 $546,870
Total net assets $2,775,306 $2,356,052 $2,312,268 $2,564,708 $2,408,532

Key data checks

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

Operations

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

Documents
Form 1023/1024 is not available for this organization

Executive Director

Joel Ruiter

Joel Ruiter became the Executive Director of Home Repair Services on November 9, 2015. He is a Grand Rapids native and product of the Grand Rapids Christian Schools. He obtained a B.A. degree in Marketing from Davenport University in 1988. Prior to joining Home Repair Services, he served as Church Relations and Community Outreach Coordinator, for Covenant Retirement Communities. His past work experience also includes being part-owner of a modular home sales and construction business for 22 years. He has served on a number of non-profit boards, including Samaritan’s Carriage, Bates Place Neighbors, First CRC, and the Community Food Club.

Number of employees

Source: IRS Form 990

Home Repair Services of Kent County, Inc.

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
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.

Home Repair Services of Kent County, Inc.

Board of directors
as of 01/25/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Adam Homan

National Nail

Term: 2024 - 2027

Elzie Honicutt

Trinity Health

Dana O'Laughlin

KeyBank

James Judge

PNC Bank

Laura Kelso

Kelso Homes - Next Home Champions

Kathleen VanderVeen

Grand Valley State University

Adam Homan

National Nail

Nicole Swart

Clark Retirement Community

Carina Marquez-VanderMeer

Cavallo

Bev Boerman

Five Star Real Estate

Les Morant

Morant Law PLLC

Jim Patton

Siemans Digital Industries Software

Greg Rios

Huntington National Bank

Maddie Schaab

University of Michigan Health - West

John Van Tholen

Van Tholen & Associates

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 1/25/2024

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
White/Caucasian/European
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

Disability

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

Data
  • 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.

Contractors

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