SILVER2023

BEDS, Inc.

EVERYONE deserves a home.

aka BEDS Plus Care, Inc.   |   LaGrange, IL   |  www.beds-plus.org
GuideStar Charity Check

BEDS, Inc.

EIN: 36-3741040


Mission

BEDS Plus Care's mission is to help vulnerable individuals stabilize their lives through housing and supportive services. BEDS offers evidence-based Stabilization, Emergency, Transitional Housing, and Supportive Housing services to people experiencing homelessness and imminent risk of homelessness. Clients include families; domestic violence survivors; victims of crime; transition aged youth; veterans; and people with chronic health conditions, behavioral health conditions, and disabilities in Southwest Suburban Cook County, IL. Reflecting systemic housing inequities, a disproportionate number are Black and other People of Color.

Notes from the nonprofit

BEDS Plus standard of care is trauma-informed, client centered, relationship-based and equity-driven. Our programs uphold the dignity of the individuals who receive Agency services. We believe that everyone can succeed in housing. Poverty and homelessness are conditions that require public and private support. Government funding brings safe and affordable housing to those who are poor and homeless, but caring individuals are needed to address an array of unmet needs that fulfill basic human needs and support the aspirations of our clients.

Ruling year info

1992

Chief Executive Officer

Ms. Tina Rounds

Main address

9601 Ogden Avenue

LaGrange, IL 60525 USA

Show more contact info

EIN

36-3741040

Subject area info

Basic and emergency aid

Supportive housing

Rent and mortgage assistance

Homeless shelters

Temporary accomodations

Show more subject areas

Population served info

Economically disadvantaged people

Homeless people

Low-income people

NTEE code info

Temporary Shelter For the Homeless (L41)

Homeless Services/Centers (P85)

Housing Expense Reduction Support, Rent Assistance (L82)

What we aim to solve

SOURCE: Self-reported by organization

Homelessness is caused by two things: lack of affordable housing and the complex array of deficits generated by poverty, limited education and poor health. For people whose housing costs exceed more than a third of their income, homelessness is one medical crisis or job loss away. What most people don't realize is that more poor people live in suburbs than in cities today. Suburban homelessness is on the rise. BEDS Plus Care offers shelter for people who are literally homeless, giving them a warm and safe place to stay, meals and the opportunity to work with a case manager to address the problems that led to homelessness. BEDS provides housing assistance and safety net support to help them back on their feet. BEDS helps people who face the immediate threat of homelessness to keep their homes and avoid the downward spiral of becoming homeless. And BEDS provides permanent supportive housing to those who are simply unable to live independently.

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?

Stabilization Services

BEDS Stabilization Services include Short Term Stabilization services that address the immediate impact of homelessness, or its imminent risk including homelessness prevention financial assistance for past due rent and utility arrears, connections healthcare and behavioral healthcare, food, and community-based services. Long Term Stabilization includes on-going case management to address the underlying causes of homelessness which vary and are client-centered, trauma-informed, and equitable. These include education, employment and development of life skills and money management skills with the goal of preparing clients for permanent housing.

Population(s) Served
Economically disadvantaged people
Victims and oppressed people

BEDS Emergency Services are people experiencing homelessness’ first step in returning to housing. A Street Outreach program reaches people living outdoors and connects them to services; a limited Rotating Shelter program helps new clients stabilize before moving to Interim, Transitional, and/or Supportive Housing programs; and a Homeless Medical Respite program that will provide people experiencing homelessness with interim housing, onsite nursing and clinical care, and connections to stabile housing and supportive services at the Linda Sokol Francis Summit Service Center (opening February 2023).

Population(s) Served
Homeless people
Economically disadvantaged people
Homeless people
Economically disadvantaged people
Victims and oppressed people

BEDS Interim Housing Services provide people experiencing homelessness with longer-term residences where they can recover from homelessness and regain housing. A Motel-Based Shelter program provides up to 90 days of housing in area motel rooms, and a Family Bridge program shelters families experiencing homelessness in organization-leased apartments.

Population(s) Served
Victims and oppressed people
Economically disadvantaged people

BEDS Transitional Housing Services offer vulnerable homeless populations longer-term housing, intensive case management, and supportive services. Programs serve chronically homeless families, transition-aged youth, domestic violence survivors, victims of crime, and justice-involved households.

Population(s) Served
Economically disadvantaged people
Incarcerated people

BEDS Supportive Housing Services help people experiencing homelessness regain and sustain housing. A Rapid Rehousing program helps newly homeless households find housing with 30 days of program entry, and a Permanent Supportive Housing program provides people with histories of chronic homelessness with housing in BEDS Ogden Avenue Supportive Housing facility, Dover Place facility, or more than 90 housing units scattered throughout our communities.

Population(s) Served
Economically disadvantaged people
Economically disadvantaged people
Economically disadvantaged people
Economically disadvantaged people

Where we work

Affiliations & memberships

Alliance to End Homelessness in Suburban Cook County 2004

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
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

2022 over 2021 growth primarily driven by the expansion of BEDS service territory deeper into the South and Southwest Cook County suburbs.

Number of people no longer couch surfing or doubling up with others as a result of the nonprofit's efforts

This metric is no longer tracked.
Totals By Year
Related Program

Emergency Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Number of people who enter the program whose prior living arrangement was with friends or family.

Number of people using homeless shelters per week

This metric is no longer tracked.
Totals By Year
Related Program

Emergency Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of households that obtain/retain permanent housing for at least 6 months

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

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

BEDS performance goals are for 75% of clients to obtain/retain permanent housing for at least 6 months overall.

Number of homeless participants engaged in mental health services

This metric is no longer tracked.
Totals By Year
Related Program

Emergency Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of bed nights (nights spent in shelter)

This metric is no longer tracked.
Totals By Year
Related Program

Emergency Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Decreasing

Context Notes

2022 decrease over 2021 reflects return to pre-COVID19 shelter program.

Number of emergency meals provided

This metric is no longer tracked.
Totals By Year
Related Program

Stabilization Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

BEDS has professionalized its Food Rescue program with better accounting of food donations, meals provided and groceries delivered across all programs.

Number of homeless participants engaged in housing services

This metric is no longer tracked.
Totals By Year
Related Program

Supportive Housing Services

Type of Metric

Context - describing the issue we work on

Direction of Success

Increasing

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 help vulnerable individuals stabilize their lives through housing and supportive services.

We provide a comprehensive range of services, which include emergency overnight shelters, daytime support centers, rapid rehousing services, and transitional and permanent supportive housing facilities, and partner with a range of healthcare and social support service providers to meet our clients’ individual needs.

Our GOALS are to:
• Reduce and end homelessness in Southwest Suburban Cook County
• Connect our clients with affordable housing and successfully reintegrate them back into the community.
• Make our communities stronger and safer for everyone

Our OBJECTIVES are to:
• Successfully and efficiently deliver services that stabilize individuals and families who are at risk of homelessness or literally homeless
• Reintegrate homeless individuals and families back into their communities as contributing members.

Our VISION is to end homelessness.

BEDS Plus Care follows the proven strategies identified by decades of research conducted by HUD and independent research conducted by housing advocates and academics.

In 2012, BEDS adopted a Housing First strategy, transforming the agency from primarily a local provider of emergency overnight shelter to a regional partner delivering the entire spectrum of services to reduce and end homelessness. These include Rapid Rehousing, which emphasizes housing as the first step in treating homelessness, accompanied by safety net supports, to move people to independence. Permanent Supportive Housing recognizes the needs of highly vulnerable homeless who cannot live independently and rely disproportionately on emergency services for their needs. Transitional Housing helps people, such as victims of domestic violence, who need a year of intense support before they are ready to succeed in Rapid Housing. Homelessness Prevention stops the harm caused by homelessness before it starts.

We have successfully secured a healthy mix of public and private support to strategically add staff and implement best practices in ending and preventing homelessness. As a result, BEDS has been able to help more clients each year; the number of clients served annually has grown exponentially since 2012 when BEDS was still primarily a homeless shelter organization. In our last fiscal year, which ended June 30, 2018, we served 920 clients and secured permanent housing for 152 households.

Expansion of our Emergency Overnight Shelter System in 2017 from 7 to 19 shelters and capacity to shelter 60 guests per night - twice our prior capacity.

Opening of a purpose built permanent supportive housing unit, Ogden Avenue Supportive Housing, with 20 single occupancy units for chronically homeless, highly vulnerable adults.

Acquisition of transitional housing stock, LaGrange Area Transitional Housing, dedicated to low income, housing insecure families with a child who has a disability.

Acquisition of a new single site permanent supportive housing building that will add 13 units to the current stock of 50 single and scattered site housing units.

In all, our efforts have meant that 920 clients, the largest number to date, are benefiting from shelter services, safety net supports, and housing assistance and individualized case management - a substantial contribution to reducing and ending homelessness in Southwest Suburban Cook County.

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 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?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve

Financials

BEDS, Inc.
Fiscal year: Jul 01 - Jun 30
Financial documents
2021 BEDS Plus 2021 Audited Statement 2021 A-133 Single Audit
done  Yes, financials were audited by an independent accountant. info

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 2023 info

SOURCE: IRS Form 990

0.03

Average of 4.97 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990

0.1

Average of 4.9 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990

16%

Average of 13% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

BEDS, Inc.

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

BEDS, 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

BEDS, Inc.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of BEDS, 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 2019 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation -$113,176 $430,886 $422,375 $435,511 $3,031,729
As % of expenses -11.1% 30.2% 10.9% 9.3% 64.2%
Unrestricted surplus (deficit) after depreciation -$117,466 $424,520 $412,023 $424,999 $2,981,414
As % of expenses -11.5% 29.6% 10.6% 9.1% 62.5%
Revenue composition info
Total revenue (unrestricted & restricted) $1,236,958 $1,866,128 $4,416,547 $5,113,317 $6,985,146
Total revenue, % change over prior year -40.7% 50.9% 136.7% 15.8% 36.6%
Program services revenue 0.7% 0.2% 2.1% 0.3% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 1.8% 0.7% 0.2% 0.1% 0.1%
Government grants 41.4% 31.8% 63.8% 68.1% 80.2%
All other grants and contributions 56.2% 67.2% 34.0% 31.0% 19.7%
Other revenue 0.0% 0.0% 0.0% 0.5% 0.1%
Expense composition info
Total expenses before depreciation $1,016,324 $1,428,215 $3,873,436 $4,673,816 $4,721,951
Total expenses, % change over prior year -23.4% 40.5% 171.2% 20.7% 1.0%
Personnel 65.5% 61.5% 35.7% 39.3% 43.4%
Professional fees 7.4% 0.7% 0.7% 1.1% 1.6%
Occupancy 0.0% 2.3% 0.0% 0.0% 0.0%
Interest 0.0% 0.0% 0.0% 0.0% 0.1%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 27.1% 35.5% 63.6% 59.6% 54.9%
Full cost components (estimated) info 2019 2020 2021 2022 2023
Total expenses (after depreciation) $1,020,614 $1,434,581 $3,883,788 $4,684,328 $4,772,266
One month of savings $84,694 $119,018 $322,786 $389,485 $393,496
Debt principal payment $0 $0 $0 $0 $28,043
Fixed asset additions $18,721 $16,523 $841,855 $52,246 $3,606,402
Total full costs (estimated) $1,124,029 $1,570,122 $5,048,429 $5,126,059 $8,800,207

Capital structure indicators

Liquidity info 2019 2020 2021 2022 2023
Months of cash 10.7 10.6 3.1 1.4 0.1
Months of cash and investments 10.7 10.6 3.1 1.4 0.1
Months of estimated liquid unrestricted net assets 26.9 22.6 9.0 8.5 6.8
Balance sheet composition info 2019 2020 2021 2022 2023
Cash $904,635 $1,264,553 $1,009,886 $537,822 $29,725
Investments $0 $0 $0 $0 $0
Receivables $293,138 $385,473 $1,006,695 $989,590 $1,271,778
Gross land, buildings, equipment (LBE) $36,622 $53,145 $912,063 $974,472 $4,592,812
Accumulated depreciation (as a % of LBE) 45.2% 43.1% 5.5% 7.3% 2.9%
Liabilities (as a % of assets) 3.8% 6.1% 15.7% 17.4% 12.1%
Unrestricted net assets $2,297,100 $2,721,620 $3,133,643 $3,558,642 $6,540,056
Temporarily restricted net assets $558,810 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $558,810 $565,837 $764,544 $768,534 $0
Total net assets $2,855,910 $3,287,457 $3,898,187 $4,327,176 $6,540,056

Key data checks

Key data checks info 2019 2020 2021 2022 2023
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

Chief Executive Officer

Ms. Tina Rounds

Tina Rounds has been the Chief Executive Officer of BEDS Plus Care since 2012. She is responsible for implementing the agency’s strategic plans and directing its day-to-day operations. Under her leadership, BEDS has developed a reputation as fiscally sound and successful provider of HUD programming including supportive housing, homelessness prevention, and street outreach. Its service area has doubled; its operating budget grew from $250,000 to over $4 million; and its number of clients served grew from less than 500 to 2800 in fiscal year 2021. Tina previously served as the Director of Community Development at the Gift of Adoption Fund, where she led national growth initiatives including the establishment of state chapters in Ohio and Iowa. She has also worked as the Director of Leadership Involvement and Director of Volunteer Resources Department at the American Red Cross of Greater Chicago and the Human Resources and Volunteer Manager of Make A Wish Foundation of Northern Illinois

Number of employees

Source: IRS Form 990

BEDS, 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.

BEDS, Inc.

Board of directors
as of 01/04/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Mark Rudzinski

Principal Rockpile Strategies

Term: 2022 - 2023

Susan Valentine, J.D.

Valentine & Bueschel

Isabel Martinez Noth, PhD

Adjunct Professor of Public Health, UIC

Rick Rius

UPS

David Schwartz, J.D.

Partner, PFS Attorneys at Law

Dawn McMillin

Sargent & Lundy

Mark Harris

The Boeing Company

Leland Albright

Grace Lutheran Church, La Grange

Michael Collins

Advocate Health Care

Sharon Ferrin

Retired, Nucor Tubular Products

Mark Laubacher

The Laubacher Company

Joseph Russo

Retired, Express Employment Professionals

Shantel Thurmond

Caretaker

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 11/30/2023

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
Female, 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: 11/30/2023

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 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 use a vetting process to identify vendors and partners that share our commitment to race equity.
  • 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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • 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.