The Potter's House 
The information on this page was last updated 1/28/2026. If you see errors or omissions, please email: [email protected]
Summary
At the Potter's House, Jesus is the center of everything we teach and all we do. Our staff is a dedicated community of Jesus-followers who feel called to serve our students and show them the love of Christ. Every day and every class begins in prayer. And our faith doesn't end at the "amen." A Potter's House education is centered in Christ, through every grade and subject and activity.
Students are discipled in the way of Christ, and taught how to live out his calling in their classrooms, homes, and communities. They are challenged to respond to injustice and oppression around them in the name of Jesus.
Through almost 40 years of Christ-centered education, we have seen countless students come to know, love, and follow Christ. It is truly the greatest blessing of our work.
Contact information
Mailing address:
The Potter's House
810 Van Raalte Dr SW
Grand Rapids, MI 49509
Website: tphgr.org
Phone: 616-241-5202
Email: [email protected]
Organization details
EIN: 382372676
CEO/President: John Booy
Chairman: Rich Antonini
Board size: 10
Founder:
Ruling year: 1981
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 2010
Purpose
The Potter's House, as a community of learners, will relentlessly pursue deeper discipleship with Jesus Christ and continually discover new ways to equip students to follow God throughout a lifetime of faithful service in the kingdom of God. We envision The Potter's House as a place to continue fostering deep relationships with all in our community. Through dependence on prayer, we will expand our voice and advocate for a model of Christ-centered education in under-resourced neighborhoods.
Mission statement
The Potter's House provides a Christ-centered education for students of all ethnic heritages and income levels, equipping them to serve God and society to their fullest potential.
Statement of faith
Donor confidence score
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Transparency grade
C
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Financial efficiency ratings
Sector: K-12 Schools/Academies
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 417 of 1435 | 61 of 191 |
| Fund acquisition rating | | 24 of 1435 | 16 of 191 |
| Resource allocation rating | | 920 of 1435 | 128 of 191 |
| Asset utilization rating | | 722 of 1436 | 105 of 191 |
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 11% | 6% | 12% | 12% | 8% | 8% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 4% | 7% | 6% | 5% | 5% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 13% | 78% | 59% | 56% | 65% | 58% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 6% | 6% | 6% | 7% | 5% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 87% | 22% | 41% | 44% | 35% | 42% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 79% | 80% | 80% | 80% | 80% |
Spending ratio Spending ratio = Total expenses / Total revenue | 93% | 72% | 118% | 105% | 76% | 86% |
Program output ratio Program output ratio = Program services / Total revenue | 76% | 57% | 94% | 83% | 61% | 68% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 7% | 28% | -18% | -5% | 24% | 14% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 6% | 21% | -10% | -2% | 14% | 8% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 15% | 15% | 14% | 14% | 15% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.54 | 0.52 | 0.60 | 0.49 | 0.43 | 0.40 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.99 | 3.39 | 10.42 | 6.09 | 6.40 | 7.36 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.80 | 1.77 | 6.22 | 2.97 | 2.76 | 2.97 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 2.80 | 9.73 | 1.80 | 3.91 | 3.87 | 3.00 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.35 | 0.10 | 0.56 | 0.26 | 0.26 | 0.33 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 3.98 | 6.09 | 0.86 | 3.01 | 3.22 | 2.69 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 29% | 4% | 6% | 5% | 5% | 19% |
Debt ratio Debt ratio = Debt / Total assets | 10% | 0% | 0% | 0% | 0% | 14% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 117% | 185% | 158% | 196% | 221% | 201% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $206,031 | $957,947 | $2,111,263 | $1,759,582 | $502,613 |
| Receivables, inventories, prepaids | $5,260,443 | $468,448 | $537,949 | $817,990 | $1,753,393 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $5,466,474 | $1,426,395 | $2,649,212 | $2,577,572 | $2,256,006 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $13,042,992 | $13,440,520 | $13,469,096 | $13,910,837 | $14,332,184 |
| Other long-term assets | $0 | $0 | $4,945 | $4,945 | $4,945 |
| Total long-term assets | $13,042,992 | $13,440,520 | $13,474,041 | $13,915,782 | $14,337,129 |
| Total assets | $18,509,466 | $14,866,915 | $16,123,253 | $16,493,354 | $16,593,135 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $484,103 | $728,915 | $599,821 | $587,676 | $687,217 |
| Other current liabilities | $77,585 | $63,700 | $78,457 | $77,865 | $64,301 |
| Total current liabilities | $561,688 | $792,615 | $678,278 | $665,541 | $751,518 |
| Debt | $58,151 | $41,667 | $45,011 | $48,192 | $2,284,336 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $49,004 | $0 | $22,999 | $44,270 | $63,942 |
| Total long-term liabilities | $107,155 | $41,667 | $68,010 | $92,462 | $2,348,278 |
| Total liabilities | $668,843 | $834,282 | $746,288 | $758,003 | $3,099,796 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $12,482,842 | $13,674,721 | $14,688,348 | $15,399,628 | $13,144,309 |
| With donor restrictions | $5,357,781 | $357,912 | $688,617 | $335,723 | $349,030 |
| Net assets | $17,840,623 | $14,032,633 | $15,376,965 | $15,735,351 | $13,493,339 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $10,551,492 | $4,410,315 | $4,206,344 | $6,106,085 | $4,513,376 |
| Program service revenue | $2,850,260 | $3,025,591 | $3,164,700 | $3,218,166 | $3,288,084 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $16,854 | $55,186 | $92,846 | $5,194 | $13 |
| Other revenue | $43,964 | $38,352 | $35,057 | $38,054 | $20,149 |
| Total other revenue | $2,911,078 | $3,119,129 | $3,292,603 | $3,261,414 | $3,308,246 |
| Total revenue | $13,462,570 | $7,529,444 | $7,498,947 | $9,367,499 | $7,821,622 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $7,617,465 | $7,063,213 | $6,261,370 | $5,693,627 | $5,343,732 |
| Management and general | $1,445,041 | $1,297,249 | $1,109,475 | $962,921 | $1,006,128 |
| Fundraising | $604,170 | $513,314 | $486,488 | $468,939 | $361,549 |
| Total expenses | $9,666,676 | $8,873,776 | $7,857,333 | $7,125,487 | $6,711,409 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $3,795,894 | ($1,344,332) | ($358,386) | $2,242,012 | $1,110,213 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $3,795,894 | ($1,344,332) | ($358,386) | $2,242,012 | $1,110,213 |
Compensation
| Name | Title | Compensation |
| John Booy | Superintendent | $187,561 |
Compensation data as of: 6/30/2025
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 1/28/2026. To update the information below, please email: [email protected]
History
In 1974, A small group of college graduates felt called by God to move into Roosevelt Park, a low-income neighborhood on the southwest side of Grand Rapids, and open their doors to the neighborhood. Their efforts evolved into a weekly program called Kid Power for hundreds of neighborhood kids. After six years, they decided to begin a school, to better serve the significant academic, emotional, and spiritual needs of the children. The Potter's House began in 1981 in the basement of nearby Grandville Avenue CRC, with 12 elementary-age students and two volunteer teachers.
The Fire Marshall only gave permission to use this space for one year, so they immediately began looking for a more permanent space. Adjacent to the church was the former Southwest Christian School building, which was being sold by a local school board at a six-figure price the young school could not possibly afford. They stepped out in faith and agreed to buy the building, and God miraculously provided the funding through the generosity of several local Christian business leaders.
Every year, more and more students joined The Potter's House family. Most of these children came from families who could not afford private school tuition. God faithfully provided the funds needed for their education, year after year, even as the school grew. A middle school program began in 1992, and a high school campus opened in 1998.
The Potter's House now enrolls more than 620 students representing a kaleidoscope of backgrounds and cultures, including over 30 countries of origin. God has been faithful to us in ways we never could have dreamed or imagined, and as we trust and seek Him, He continues to work miracles in the lives of the students and families we serve.