Harbor House Ministries 
The information on this page was last updated 10/13/2026. If you see errors or omissions, please email: [email protected]
Summary
We value the life of every person by providing quality, individualized care and services for adults with profound disabilities
Contact information
Mailing address:
Harbor House Ministries
919 44th St SW
Jemison, MI 49428
Website: harborhouseministries.org
Phone: (616) 797-9920
Email: [email protected].
Organization details
EIN: 383560658
CEO/President: Becky Buchholz
Chairman: Leslie Brown
Board size: 8
Founder:
Ruling year: 2001
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
Adults with developmental disabilities have the opportunity to create the life they want in a safe environment where they can discover new friendships and participate in their community.
Mission statement
To embody Christ-centered values by offering high-quality, individualized care in a family setting for adults with profound developmental disabilities so that they may live abundantly.
Statement of faith
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
Transparency grade
D
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Community Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 641 of 1590 | 59 of 170 |
| Fund acquisition rating | | 1051 of 1591 | 99 of 170 |
| Resource allocation rating | | 210 of 1591 | 29 of 170 |
| Asset utilization rating | | 906 of 1590 | 94 of 170 |
According to the organization's Form 990, it received $393,051 in government grants in 2024.
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2024 | 2023 | 2022 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 6% | 14% | 10% | 1% | 0% | 3% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 4% | 3% | 2% | 0% | 0% | 0% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 89% | 20% | 24% | 27% | 26% | 7% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 3% | 2% | 0% | 0% | 0% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 11% | 80% | 76% | 73% | 74% | 93% |
| Operating ratios | Sector median | 2024 | 2023 | 2022 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 91% | 90% | 76% | 76% | 76% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 105% | 96% | 96% | 93% | 104% |
Program output ratio Program output ratio = Program services / Total revenue | 79% | 96% | 87% | 73% | 71% | 79% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | -5% | 4% | 4% | 7% | -4% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | -5% | 3% | 4% | 6% | -3% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 10% | 6% | 7% | 24% | 23% | 23% |
| Investing ratios | Sector median | 2024 | 2023 | 2022 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.98 | 0.96 | 0.83 | 0.84 | 0.73 | 0.70 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.87 | 5.38 | 4.34 | 2.38 | 4.32 | 5.59 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.99 | 5.18 | 3.61 | 2.00 | 3.17 | 3.92 |
| Liquidity ratios | Sector median | 2024 | 2023 | 2022 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 14.24 | 27.62 | 8.89 | 106.59 | 40.96 | 42.89 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.06 | 0.04 | 0.11 | 0.01 | 0.02 | 0.02 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.41 | 2.23 | 2.95 | 5.94 | 3.70 | 2.99 |
| Solvency ratios | Sector median | 2024 | 2023 | 2022 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 9% | 6% | 7% | 5% | 4% | 4% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 80% | 98% | 112% | 113% | 131% | 137% |
Financials
| Balance sheet | |||||
| Assets | 2024 | 2023 | 2022 | 2020 | 2019 |
| Cash | $490,915 | $815,336 | $1,774,572 | $765,281 | $521,921 |
| Receivables, inventories, prepaids | $481,080 | $445,415 | $357,477 | $348,114 | $272,912 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $971,995 | $1,260,751 | $2,132,049 | $1,113,395 | $794,833 |
| Long-term investments | $251,879 | $565,587 | $0 | $0 | $0 |
| Fixed assets | $3,155,756 | $2,243,001 | $2,244,498 | $2,501,001 | $2,558,773 |
| Other long-term assets | $849,142 | $1,400,962 | $708,221 | $1,192,484 | $1,091,856 |
| Total long-term assets | $4,256,777 | $4,209,550 | $2,952,719 | $3,693,485 | $3,650,629 |
| Total assets | $5,228,772 | $5,470,301 | $5,084,768 | $4,806,880 | $4,445,462 |
| Liabilities | 2024 | 2023 | 2022 | 2020 | 2019 |
| Payables and accrued expenses | $35,191 | $141,792 | $20,003 | $27,184 | $18,534 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $35,191 | $141,792 | $20,003 | $27,184 | $18,534 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $279,563 | $232,924 | $220,844 | $176,530 | $146,286 |
| Total long-term liabilities | $279,563 | $232,924 | $220,844 | $176,530 | $146,286 |
| Total liabilities | $314,754 | $374,716 | $240,847 | $203,714 | $164,820 |
| Net assets | 2024 | 2023 | 2022 | 2020 | 2019 |
| Without donor restrictions | $4,904,768 | $4,813,306 | $4,836,385 | $4,597,666 | $4,226,294 |
| With donor restrictions | $9,250 | $282,279 | $7,536 | $5,500 | $54,348 |
| Net assets | $4,914,018 | $5,095,585 | $4,843,921 | $4,603,166 | $4,280,642 |
| Revenues and expenses | |||||
| Revenue | 2024 | 2023 | 2022 | 2020 | 2019 |
| Total contributions | $941,017 | $1,110,664 | $1,199,407 | $979,707 | $206,524 |
| Program service revenue | $3,821,040 | $3,572,704 | $3,256,636 | $2,788,921 | $2,722,992 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $27,200 | $42,322 | $7,012 | ($8,021) | ($6,776) |
| Other revenue | $0 | $0 | $4,459 | $27,976 | $73,080 |
| Total other revenue | $3,848,240 | $3,615,026 | $3,268,107 | $2,808,876 | $2,789,296 |
| Total revenue | $4,789,257 | $4,725,690 | $4,467,514 | $3,788,583 | $2,995,820 |
| Expenses | 2024 | 2023 | 2022 | 2020 | 2019 |
| Program services | $4,596,583 | $4,107,823 | $3,239,733 | $2,696,570 | $2,379,913 |
| Management and general | $309,675 | $331,502 | $1,018,228 | $824,976 | $731,145 |
| Fundraising | $130,944 | $108,990 | $10,536 | $4,896 | $6,774 |
| Total expenses | $5,037,202 | $4,548,315 | $4,268,497 | $3,526,442 | $3,117,832 |
| Change in net assets | 2024 | 2023 | 2022 | 2020 | 2019 |
| Surplus (deficit) | ($247,945) | $177,375 | $199,017 | $262,141 | ($122,012) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($247,945) | $177,375 | $199,017 | $262,141 | ($122,012) |
Compensation
| Name | Title | Compensation |
| Peggy Driesenga | Executive Di | $95,718 |
Compensation data as of: 12/31/2024
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 10/13/2026. To update the information below, please email: [email protected]
History
When it became obvious that housing options were extremely limited for their loved ones, several parents of adult children with intellectual and developmental disabilities met to discuss long-term care.
Early in 2000, these parents and community members formed a Board of Directors who shared the common goal of providing housing where each person could be celebrated and valued as an individual and where each person could be one part of a greater whole-a community. Harbor House Ministries was born.
2004 - Pier Place Opened
2005 - Beacon Place Opened
2007 - Anchor Place Opened
2010 - The Cove Opened
Harbor House continues to value the intentions of our founding families. We understand that family members can be the best advocates for any individual. We work hard to maintain an atmosphere where family is valued and welcome all of the time. We seek not to replace, but to partner with an individual's family in providing the best care and most enriching community life possible.