Project PATCH 
The information on this page was last updated 12/6/2023. If you see errors or omissions, please email: [email protected]
Summary
We know the power of restored hope and work to bring hope and renewed futures to teens, families, and communities.
Contact information
Mailing address:
Project PATCH
PO Box 820209
Vancouver, WA 98682
Website: www.projectpatch.org
Phone: (360) 690-8495
Email: [email protected]
Organization details
EIN: 930929618
CEO/President: Chuck Hagele, MBA
Chairman: Rick Claridge
Board size: 7
Founder: Tom Sanford
Ruling year: 1996
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
It is our vision to be the recognized leader in providing specialized services to adolescents in crisis and families facing challenges, with excellence in teamwork, relationships, and performance.
Mission statement
Organizational Mission: Project Patch is passionately committed to restoring hope to teens, building thriving families, and empowering supportive communities.
Youth Program Mission: Project Patch Youth Program is passionately committed to reaching out to at-risk young people to help them realize their self-worth and potential and the significance of God's love for them.
Family Program Mission: Project Patch Family Program is passionately committed to equipping families to thrive in the midst of life's challenges.
Statement of faith
Donor confidence score
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 | | 939 of 1107 | 86 of 114 |
| Fund acquisition rating | | 979 of 1108 | 87 of 114 |
| Resource allocation rating | | 730 of 1108 | 76 of 114 |
| Asset utilization rating | | 687 of 1107 | 67 of 114 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 10% | 33% | 10% | 11% | 10% | 4% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 9% | 4% | 5% | 3% | 2% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 91% | 26% | 42% | 45% | 25% | 51% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 7% | 8% | 4% | 5% | 2% | 4% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 9% | 74% | 58% | 55% | 75% | 49% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 79% | 82% | 80% | 82% | 72% |
Spending ratio Spending ratio = Total expenses / Total revenue | 99% | 109% | 106% | 98% | 114% | 55% |
Program output ratio Program output ratio = Program services / Total revenue | 82% | 87% | 87% | 78% | 94% | 39% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 1% | -9% | -6% | 2% | -14% | 45% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 1% | -8% | -4% | 1% | -8% | 43% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 13% | 14% | 15% | 16% | 24% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.93 | 0.83 | 0.65 | 0.49 | 0.54 | 0.47 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.80 | 1.90 | 1.62 | 1.51 | 2.59 | 2.73 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.09 | 1.57 | 1.05 | 0.73 | 1.39 | 1.30 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 13.56 | 17.31 | 27.33 | 57.35 | 20.30 | 22.23 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.06 | 0.04 | 0.02 | 0.05 | 0.04 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.53 | 7.19 | 11.00 | 16.04 | 8.20 | 8.85 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 11% | 13% | 12% | 17% | 16% | 9% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 84% | 105% | 135% | 171% | 156% | 191% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $468,380 | $2,984,535 | $3,596,811 | $1,776,580 | $1,676,894 |
| Receivables, inventories, prepaids | $193,379 | $298,838 | $262,397 | $427,904 | $402,947 |
| Short-term investments | $1,645,780 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $2,307,539 | $3,283,373 | $3,859,208 | $2,204,484 | $2,079,841 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $2,072,344 | $2,014,435 | $1,957,311 | $1,587,189 | $3,572,635 |
| Other long-term assets | $12,759 | $12,759 | $0 | $1,919,624 | $33,417 |
| Total long-term assets | $2,085,103 | $2,027,194 | $1,957,311 | $3,506,813 | $3,606,052 |
| Total assets | $4,392,642 | $5,310,567 | $5,816,519 | $5,711,297 | $5,685,893 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $133,305 | $120,134 | $67,287 | $108,576 | $74,358 |
| Other current liabilities | $0 | $0 | $0 | $0 | $19,196 |
| Total current liabilities | $133,305 | $120,134 | $67,287 | $108,576 | $93,554 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $453,115 | $542,551 | $909,892 | $824,377 | $434,236 |
| Total long-term liabilities | $453,115 | $542,551 | $909,892 | $824,377 | $434,236 |
| Total liabilities | $586,420 | $662,685 | $977,179 | $932,953 | $527,790 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $3,742,250 | $4,500,764 | $4,696,158 | $4,701,824 | $5,080,780 |
| With donor restrictions | $63,972 | $147,118 | $143,182 | $76,520 | $77,323 |
| Net assets | $3,806,222 | $4,647,882 | $4,839,340 | $4,778,344 | $5,158,103 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $870,716 | $1,369,566 | $1,295,439 | $673,726 | $2,521,778 |
| Program service revenue | $2,262,962 | $1,805,262 | $1,273,490 | $1,934,219 | $2,322,850 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $111,084 | $17,540 | $0 | $0 | $0 |
| Other revenue | $70,958 | $65,948 | $328,318 | $79,808 | $81,385 |
| Total other revenue | $2,445,004 | $1,888,750 | $1,601,808 | $2,014,027 | $2,404,235 |
| Total revenue | $3,315,720 | $3,258,316 | $2,897,247 | $2,687,753 | $4,926,013 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $2,882,075 | $2,832,768 | $2,264,902 | $2,522,784 | $1,942,068 |
| Management and general | $457,552 | $481,867 | $427,821 | $476,067 | $656,116 |
| Fundraising | $289,120 | $135,139 | $143,528 | $68,661 | $95,831 |
| Total expenses | $3,628,747 | $3,449,774 | $2,836,251 | $3,067,512 | $2,694,015 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | ($313,027) | ($191,458) | $60,996 | ($379,759) | $2,231,998 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($313,027) | ($191,458) | $60,996 | ($379,759) | $2,231,998 |
Compensation
| Name | Title | Compensation |
| Chuck Hagele | Executive Director | $125,860 |
Compensation data as of: 12/31/2023
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 12/6/2023. To update the information below, please email: [email protected]
History
Tom and Bonnie Sanford started Project Patch with the dream of helping lost youth. They knew that troubled teens are hurting teens and they longed to give them safety and a new chance at life. The changed lives of hundreds of young people served by Project Patch continues to be an inspiration to the many people that consistently support this cause.
Project Patch began in 1984 as a referral and foster placement program. From 1984 to 1993, Project Patch made nearly 1,800 foster care referrals and placed just under 400 young people in loving, Christian foster care homes. As the need to place youth escalated and it became increasingly difficult to find enough foster homes, the Patch Board of Trustees began to pray for a place to house young people.
In 1989, a gift of 116 acres in southern Idaho, including riverfront acreage, along with the purchase of an adjacent 53 acres, provided the possibility of fulfilling this dream of a place for hurting teens.
In 1990, Project Patch placed a trailer on the property and began praying for more miracles. Many miracles, many volunteers, and many generous donors later, construction was completed on residence halls and the main lodge with beautiful views of the river.
Maranatha Volunteers International and various youth groups across the Northwest helped to develop the Project Patch youth ranch into an impressive and modern campus. Eventually, a school, gymnasium, workshop, and chapel were added to the campus.
Since 1993, over 1,000 teenagers have been physically, emotionally, and spiritually renewed at the Project Patch Youth Programs. The teens spend an average of 14 months working their way up through a four-level program to the point of completion.
Just a few minutes outside of Goldendale, Wash., the Project Patch Family Life and Conference Center sits on almost 500 acres of beautiful land. With views of Mt. Adams and Mt. Hood, canyons, rivers, and a couple of waterfalls, the completed facility has something for everyone. But it didn't just happen overnight.
The Tupper family came to the valley in 1963 and began farming. Through the years they helped many young people attain Christian education. Their heart for young people and families led them to give just under 500 acres to Project Patch.
They were able to be present at the dedication ceremony of the family and conference center in 2010, and were given the honor of cutting the ceremonial ribbon. In late 2010 we bade goodbye to Dr. Elsie Tupper when she passed away. Pictured below are Elsie and Clarence Tupper and Marjorie (Tupper) Wentland at the dedication ceremony in May 2010. Clarence Tupper passed away in October 31, 2016.
During 2004 and 2005, Patch thinned over 50 acres of the pine forest around the areas where buildings were planned. This was done to promote forest health and to provide protection from fire.
Fencing was constructed along almost two miles of driveway and along the border with neighbors. Many volunteers came and helped complete this task. Among the volunteers were some of the teens from the youth ranch in Idaho.
From standard framing to foam and concrete, from small to large, from complex to simple, all of the buildings that now stand are the product of dedication and effort by a lot of people who deeply care about helping young people and their families.
Every building was planned, erected, and finished by talented and generous people. Most of them were volunteers from various churches and service organizations who worked with a core group of paid staff to construct the buildings that now make up our Family Life and Conference Center.
After overcoming many challenges by steady efforts, fervent prayers, and continuous faith in God's ability to provide miracles, Project Patch is now able to offer the Family Experience to parents and their teens (12-17 years old) who want to find the best possible ways to get through the challenges that have come their way. Patch believes that God provided so many miracles for Patch so that He could provide many more miracles for families.