Healing House Inc. 
The information on this page was last updated 11/29/2023. If you see errors or omissions, please email: [email protected]
Summary
Healing House, Inc. is a substance use disorder recovery organization.
Contact information
Mailing address:
4505 St. John Avenue
Kansas City, MO 64123
Website: healinghousekc.org
Phone: (816) 920-7181
Email: [email protected]
Organization details
EIN: 201877757
CEO/President: Bobbi Jo Reed
Chairman: Mark Meads
Board size: 11
Founder: Bobbi Jo Reed
Ruling year: 2005
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
Bringing hope and healing through substance use disorder treatment and supportive recovery housing.
Mission statement
Our mission is to enrich the lives and spiritual well-being of all we serve and improve the safety and welfare of our community by equipping each participant with resources to maintain a healthy, self-sufficient, and purposeful life.
Statement of faith
1. We believe the Bible to be the inspired, the only infallible, authoritative
Word of God.
2. We believe that there is one God, eternally existent in three persons: Father, Son and Holy Spirit.
3. We believe in the deity and humanity of Christ, in His virgin birth, in His sinless life, in His miracles, in His vicarious and atoning death through His shed blood, in His bodily resurrection, in His ascension to the right hand of the Father, in His present rule as Head of the Church and in His personal return in power and glory.
4. We believe that for the salvation of lost and sinful men regeneration by the Holy Spirit is absolutely essential.
5. We believe in the present ministry of the Holy Spirit, by whose indwelling the Christian is enabled to live a godly life.
6. We believe in the resurrection of both the saved and the lost, they that are saved unto the resurrection of life and they that are lost unto the barrenness of damnation.
7. We believe in the spiritual unity of believers in our Lord Jesus Christ, with equality across racial, gender, and class differences.
Donor confidence score
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Rescue Missions/Homeless Shelters
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 411 of 1106 | 49 of 140 |
| Fund acquisition rating | | 310 of 1107 | 31 of 140 |
| Resource allocation rating | | 106 of 1107 | 12 of 140 |
| Asset utilization rating | | 1000 of 1106 | 132 of 140 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 11% | 6% | 5% | 0% | 1% | 1% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 10% | 4% | 3% | 0% | 1% | 0% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 93% | 71% | 61% | 59% | 59% | 71% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 11% | 5% | 3% | 0% | 1% | 1% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 7% | 29% | 39% | 41% | 41% | 29% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 79% | 90% | 92% | 94% | 94% | 93% |
Spending ratio Spending ratio = Total expenses / Total revenue | 90% | 84% | 91% | 92% | 81% | 56% |
Program output ratio Program output ratio = Program services / Total revenue | 71% | 76% | 83% | 87% | 76% | 52% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 10% | 16% | 9% | 8% | 19% | 44% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 7% | 14% | 8% | 5% | 15% | 42% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 9% | 5% | 5% | 6% | 5% | 6% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.52 | 0.42 | 0.44 | 0.37 | 0.37 | 0.32 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.80 | 8.96 | 6.86 | 8.01 | 17.93 | 7.55 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.69 | 3.72 | 2.99 | 2.93 | 6.70 | 2.44 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 13.05 | 10.04 | 16.88 | 13.79 | 9.63 | 29.36 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.10 | 0.06 | 0.07 | 0.10 | 0.03 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.30 | 2.90 | 3.78 | 3.80 | 1.61 | 4.74 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 44% | 42% | 45% | 44% | 39% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 39% | 41% | 44% | 43% | 39% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 157% | 134% | 133% | 150% | 151% | 187% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $825,274 | $879,269 | $776,025 | $267,526 | $598,318 |
| Receivables, inventories, prepaids | $106,236 | $131,807 | $63,420 | $77,810 | $47,845 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $931,510 | $1,011,076 | $839,445 | $345,336 | $646,163 |
| Long-term investments | $0 | $12,106 | $94 | $94 | $100 |
| Fixed assets | $6,958,274 | $5,882,380 | $5,852,605 | $5,847,733 | $4,229,088 |
| Other long-term assets | $457,524 | $28,583 | $28,744 | $0 | $0 |
| Total long-term assets | $7,415,798 | $5,923,069 | $5,881,443 | $5,847,827 | $4,229,188 |
| Total assets | $8,347,308 | $6,934,145 | $6,720,888 | $6,193,163 | $4,875,351 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $92,824 | $59,912 | $60,890 | $35,848 | $22,005 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $92,824 | $59,912 | $60,890 | $35,848 | $22,005 |
| Debt | $3,259,425 | $2,840,970 | $2,945,851 | $2,652,735 | $1,886,971 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $335,987 | $30,963 | $27,092 | $19,052 | $16,480 |
| Total long-term liabilities | $3,595,412 | $2,871,933 | $2,972,943 | $2,671,787 | $1,903,451 |
| Total liabilities | $3,688,236 | $2,931,845 | $3,033,833 | $2,707,635 | $1,925,456 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $4,251,455 | $3,697,306 | $3,547,172 | $3,327,488 | $2,537,567 |
| With donor restrictions | $407,617 | $304,994 | $139,883 | $158,040 | $412,328 |
| Net assets | $4,659,072 | $4,002,300 | $3,687,055 | $3,485,528 | $2,949,895 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $2,923,762 | $2,033,580 | $1,559,915 | $1,688,503 | $1,994,332 |
| Program service revenue | $943,173 | $1,169,703 | $1,048,364 | $978,070 | $717,080 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | ($13,084) | $0 | $0 | $0 | $6 |
| Other revenue | $272,197 | $131,618 | $52,544 | $182,917 | $101,626 |
| Total other revenue | $1,202,286 | $1,301,321 | $1,100,908 | $1,160,987 | $818,712 |
| Total revenue | $4,126,048 | $3,334,901 | $2,660,823 | $2,849,490 | $2,813,044 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $3,116,271 | $2,766,670 | $2,320,182 | $2,173,420 | $1,472,668 |
| Management and general | $175,048 | $157,888 | $139,114 | $118,362 | $96,028 |
| Fundraising | $177,957 | $95,098 | $0 | $22,075 | $10,474 |
| Total expenses | $3,469,276 | $3,019,656 | $2,459,296 | $2,313,857 | $1,579,170 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $656,772 | $315,245 | $201,527 | $535,633 | $1,233,874 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $656,772 | $315,245 | $201,527 | $535,633 | $1,233,874 |
Compensation
| Name | Title | Compensation |
| Bobbi Jo Reed | Exec Dir./Pres | $89,870 |
| Michael Liimatta | COO | $68,000 |
Compensation data as of: 12/31/2022
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 11/29/2023. To update the information below, please email: [email protected]
History
In 2002, Ms. Bobbi Jo Reed purchased a home in the historic northeast area of Kansas City. Her goal was to provide transitional housing for women who had completed inpatient substance abuse treatment. As a former addict and alcoholic, Ms. Reed understood the many challenges faced my men and women in addiction recovery who are trying to transition back into society.
In 2003, Ms. Reed founded Healing House, Inc. based on the belief that a safe home environment is critical to life-long recovery. At the same time that Ms. Reed founded Healing House, there were approximately 900 women in Kansas City undergoing inpatient treatment, but only 24 safe residential beds available to them following treatment.
Program accomplishments
Since its founding, Healing House, Inc. has markedly expanded its scale and reach. Under Ms. Reed's leadership, Healing House has purchased and refurbished numerous vacant homes - several of which were former drug houses - into safe, sober homes for both men and women. Healing House has also purchased two apartment buildings where families are restored and parents reunited with their children.
Each year, Healing House provides help and healing to nearly 300 men and women. More than 8,000 individuals in recovery have been served by Healing House. recoveryhousing is currently available for up to 180 adults and 25 children in the same Kansas City neighborhood. This area - once riddled with drug dealing, prostitution, and gang violence - is rapidly being transformed into a safe and protective neighborhood through the collaboration of Healing House, numerous volunteers, and like-minded residents.