SafeHouse Outreach Inc. 
The information on this page was last updated 1/3/2024. If you see errors or omissions, please email: [email protected]
Summary
Breaking the cycle of poverty by giving a hand-up and not just a hand-out, SafeHouse Outreach (SHO) is a nonprofit organization that aims to transition people from homelessness to a point of stability and independent living.
SHO provides practical, emotional, and physical assistance and support for the in-need and at-risk, and helps integrate them back into society through time-tested programs. This is made possible by selfless, generous, and loving SHO staff, volunteers and friends.
Contact information
Mailing address:
SafeHouse Outreach Inc.
PO Box 54098
Atlanta, GA 30309
Website: www.safehouseoutreach.org
Phone: 404-523-2221
Email: [email protected]
Organization details
EIN: 582130936
CEO/President: Josh Bray
Chairman: Edwin Turnipseed
Board size: 9
Founder: Philip Bray
Ruling year: 1998
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2019
Purpose
Vision: A diverse community that provides transformational love and resources to anyone in metro Atlanta experiencing extreme poverty leading them towards a renewed life.
Mission statement
SafeHouse Outreach's mission is to help restore lives experiencing extreme poverty to independent living through faith, love, and compassionate service.
Statement of faith
SafeHouse Outreach, Inc. believes in three simple, yet powerful, truths/tenets for all human-kind, but are not required for service, volunteering or employment:
- There is one GOD, one Creator of all that ever was, is, or will be and this GOD is perfect and just.
- Every human being has error in deeds, and is incapable by their own efforts of achieving eternal communion with GOD.
- There is One singular path to being able to commune with GOD for all of eternity. That path is found through the teachings and subsequent death, burial and resurrection of Jesus the Christ of Nazareth.
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Community Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 869 of 1115 | 86 of 122 |
| Fund acquisition rating | | 965 of 1116 | 95 of 122 |
| Resource allocation rating | | 824 of 1116 | 90 of 122 |
| Asset utilization rating | | 413 of 1115 | 47 of 122 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 8% | 12% | 12% | 11% | 14% | 16% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 12% | 12% | 10% | 12% | 15% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 92% | 95% | 99% | 95% | 90% | 91% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 12% | 12% | 13% | 14% | 12% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 8% | 5% | 1% | 5% | 10% | 9% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 82% | 77% | 77% | 77% | 73% | 74% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 94% | 94% | 79% | 86% | 121% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 73% | 72% | 61% | 63% | 89% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | 6% | 6% | 21% | 14% | -21% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 11% | 12% | 50% | 59% | -158% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 10% | 11% | 10% | 13% | 14% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.88 | 1.07 | 0.95 | 0.76 | 1.19 | 1.40 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.76 | 1.92 | 1.79 | 1.62 | 2.92 | 4.83 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.77 | 2.05 | 1.70 | 1.23 | 3.49 | 6.74 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 14.69 | 32.11 | 57.67 | 2.91 | 13.47 | 2.52 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.03 | 0.02 | 0.34 | 0.07 | 0.40 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.99 | 5.67 | 6.92 | 6.39 | 3.18 | 1.07 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 10% | 40% | 47% | 59% | 67% | 85% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 39% | 46% | 38% | 65% | 76% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 98% | 56% | 55% | 54% | 28% | 11% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $686,009 | $746,587 | $785,555 | $300,475 | $163,169 |
| Receivables, inventories, prepaids | $42,790 | $46,019 | $217,884 | $39,381 | $15,875 |
| Short-term investments | $20,958 | $20,958 | $7,926 | $211 | $172 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $749,757 | $813,564 | $1,011,365 | $340,067 | $179,216 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $688,824 | $644,648 | $618,071 | $653,520 | $686,467 |
| Other long-term assets | $0 | $0 | $8,000 | $0 | $0 |
| Total long-term assets | $688,824 | $644,648 | $626,071 | $653,520 | $686,467 |
| Total assets | $1,438,581 | $1,458,212 | $1,637,436 | $993,587 | $865,683 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $23,348 | $14,107 | $347,421 | $25,246 | $67,912 |
| Other current liabilities | $0 | $0 | $0 | $0 | $3,200 |
| Total current liabilities | $23,348 | $14,107 | $347,421 | $25,246 | $71,112 |
| Debt | $554,932 | $674,345 | $614,265 | $641,943 | $660,789 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $554,932 | $674,345 | $614,265 | $641,943 | $660,789 |
| Total liabilities | $578,280 | $688,452 | $961,686 | $667,189 | $731,901 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $860,301 | $769,760 | $675,750 | $326,398 | $133,782 |
| With donor restrictions | $0 | $0 | $0 | $0 | $0 |
| Net assets | $860,301 | $769,760 | $675,750 | $326,398 | $133,782 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $1,546,368 | $1,457,007 | $1,507,267 | $1,245,054 | $906,170 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $1,478 | $579 | $1,116 | $1,880 | $1,453 |
| Other revenue | $83,430 | $20,137 | $78,786 | $133,339 | $89,503 |
| Total other revenue | $84,908 | $20,716 | $79,902 | $135,219 | $90,956 |
| Total revenue | $1,631,276 | $1,477,723 | $1,587,169 | $1,380,273 | $997,126 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $1,190,293 | $1,064,634 | $963,568 | $864,258 | $890,310 |
| Management and general | $157,484 | $152,318 | $123,302 | $151,396 | $169,987 |
| Fundraising | $189,899 | $170,064 | $160,723 | $170,626 | $148,194 |
| Total expenses | $1,537,676 | $1,387,016 | $1,247,593 | $1,186,280 | $1,208,491 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $93,600 | $90,707 | $339,576 | $193,993 | ($211,365) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $93,600 | $90,707 | $339,576 | $193,993 | ($211,365) |
Compensation
| Name | Title | Compensation |
| Joshua Bray | Chief Executive Officer | $75,809 |
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 1/3/2024. To update the information below, please email: [email protected]
History
In 1982, Philip Bray took to the streets to rescue child prostitutes and runaways who were being sexually exploited in Atlanta, Georgia. Inspired by his own experiences, he wanted to "reach out to those who the Church considered unreachable."
At 7th and Peachtree Streets, a booth in a local restaurant became the headquarters for SafeHouse Outreach. Within 6 months, hundreds of volunteers were coming together and reaching out to anyone in need, and SafeHouse Outreach outgrew the booth and moved to a storefront off Peachtree Street. SafeHouse became known within the city as a place where anyone was welcome to come for assistance. This was the beginning of how SafeHouse Outreach or SHO became a full-service community development organization.
Recognized by mayors, governors, and the Presidents of the United States, SafeHouse Outreach offers a hand-up and not just a hand-out, impacting lives and changing communities while actively working to find solutions for those in crisis.
Program accomplishments
Needs
Volunteer: No time is better spent than in service to others. Without our faithful volunteers, SHO would not be able to provide the level of service and reach we do for people in need.
Donate: We rely on the generosity of both individuals and businesses to ensure we continue to provide high-quality services to Atlanta's homeless and vulnerable. A little kindness goes a long way.
Missions: Show your love for the homeless, at-risk, and vulnerable by being right by their side. Our Mission Teams and Total Immersion trips allow you to serve and experience life in the homeless community.