Bridgeport Rescue Mission 
The information on this page was last updated 2/6/2023. If you see errors or omissions, please email: [email protected]
Summary
Bridgeport Rescue Mission demonstrates the love of God to hungry, homeless, and addicted people in Coastal Connecticut, 24 hours a day, 365 days a year. Bridgeport Rescue Mission is incorporated in Connecticut as a non-profit corporation. We are governed by an independent board of directors.
Contact information
Mailing address:
Bridgeport Rescue Mission
PO Box 9057
Bridgeport, CT 06601-9057
Website: bridgeportrescuemission.org
Phone: 203-333-4087
Email: [email protected]
Organization details
EIN: 061362705
CEO/President: Larry Fullerton
Chairman: Edward Morgan
Board size: 11
Founder: Jim and Tammy Watson
Ruling year: 1994
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 2011
Purpose
To excel in providing food, shelter, clothing, education, job training and counseling to neighbors in need. The Mission exists to change lives! Through God's grace and the generosity of our donors, we provide nourishing meals, safe and clean shelter, addiction recovery programs, as well as clothing, groceries, and job-skills training, to those grappling with real-life challenges. For me, one of the most precious things is to see people who are desperate begin to transform, to dream again.
At the Mission, our team works to empower those who are suffering and marginalized by participating in the transforming work God is doing in our midst. The needs in Coastal Connecticut are only growing, and the Mission is determined to fight poverty from the inside out in the days to come.
Mission statement
To fight poverty from the inside out by embracing people with the compassion of Christ, offering hope and healing for a changed life.
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Rescue Missions/Homeless Shelters
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 779 of 1085 | 105 of 144 |
| Fund acquisition rating | | 881 of 1088 | 128 of 144 |
| Resource allocation rating | | 902 of 1088 | 117 of 144 |
| Asset utilization rating | | 279 of 1085 | 34 of 144 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 11% | 19% | 14% | 10% | 13% | 19% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 9% | 18% | 13% | 10% | 13% | 19% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 92% | 96% | 95% | 100% | 100% | 101% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 11% | 15% | 15% | 17% | 18% | 20% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 8% | 4% | 5% | 0% | 0% | -1% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 79% | 74% | 76% | 73% | 71% | 69% |
Spending ratio Spending ratio = Total expenses / Total revenue | 87% | 119% | 87% | 62% | 70% | 95% |
Program output ratio Program output ratio = Program services / Total revenue | 68% | 88% | 66% | 45% | 49% | 65% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 13% | -19% | 13% | 38% | 30% | 5% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 9% | -17% | 13% | 45% | 56% | 12% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 9% | 11% | 8% | 10% | 11% | 11% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.52 | 0.68 | 0.59 | 0.52 | 0.87 | 2.04 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.61 | 8.10 | 5.23 | 4.64 | 2.64 | 2.84 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.62 | 5.54 | 3.09 | 2.43 | 2.29 | 5.79 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 14.13 | 10.21 | 11.38 | 2.23 | 9.11 | 5.43 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.10 | 0.09 | 0.45 | 0.11 | 0.18 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.85 | 1.95 | 3.55 | 2.71 | 4.67 | 1.69 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 7% | 34% | 28% | 29% | 32% | 16% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 27% | 25% | 19% | 28% | 9% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 167% | 97% | 121% | 136% | 78% | 41% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $379,819 | $896,234 | $629,282 | $1,043,903 | $686,231 |
| Receivables, inventories, prepaids | $1,239,015 | $1,825,342 | $2,035,163 | $1,654,611 | $203,803 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $1,618,834 | $2,721,576 | $2,664,445 | $2,698,514 | $890,034 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $1,146,096 | $1,106,703 | $9,502,453 | $4,228,004 | $1,433,504 |
| Other long-term assets | $10,350,974 | $10,402,532 | $195,726 | $198,719 | $200,218 |
| Total long-term assets | $11,497,070 | $11,509,235 | $9,698,179 | $4,426,723 | $1,633,722 |
| Total assets | $13,115,904 | $14,230,811 | $12,362,624 | $7,125,237 | $2,523,756 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $158,515 | $239,127 | $1,197,492 | $296,261 | $163,778 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $158,515 | $239,127 | $1,197,492 | $296,261 | $163,778 |
| Debt | $3,601,920 | $3,547,660 | $2,332,160 | $1,999,360 | $229,360 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $692,353 | $268,525 | $0 | $0 | $0 |
| Total long-term liabilities | $4,294,273 | $3,816,185 | $2,332,160 | $1,999,360 | $229,360 |
| Total liabilities | $4,452,788 | $4,055,312 | $3,529,652 | $2,295,621 | $393,138 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $8,007,520 | $8,453,207 | $2,770,042 | $1,954,573 | $1,790,618 |
| With donor restrictions | $655,596 | $1,722,292 | $6,062,930 | $2,875,043 | $340,000 |
| Net assets | $8,663,116 | $10,175,499 | $8,832,972 | $4,829,616 | $2,130,618 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $7,209,915 | $9,251,480 | $10,497,100 | $8,876,477 | $5,449,584 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $101,560 | $383,433 | $2,175 | $5,169 | ($4,523) |
| Other revenue | $195,686 | $57,919 | ($6,204) | ($4,354) | ($26,884) |
| Total other revenue | $297,246 | $441,352 | ($4,029) | $815 | ($31,407) |
| Total revenue | $7,507,161 | $9,692,832 | $10,493,071 | $8,877,292 | $5,418,177 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $6,630,527 | $6,414,086 | $4,724,221 | $4,369,253 | $3,541,787 |
| Management and general | $987,324 | $691,563 | $667,169 | $676,964 | $557,814 |
| Fundraising | $1,350,136 | $1,295,528 | $1,095,332 | $1,130,578 | $1,056,304 |
| Total expenses | $8,967,987 | $8,401,177 | $6,486,722 | $6,176,795 | $5,155,905 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | ($1,460,826) | $1,291,655 | $4,006,349 | $2,700,497 | $262,272 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($1,460,826) | $1,291,655 | $4,006,349 | $2,700,497 | $262,272 |
Compensation
| Name | Title | Compensation |
| Michael Cobb | Director of Operations | $141,202 |
| Frank Williams | Former CEO | $140,996 |
| Bea Jaramillo | Chief Financial Officer (part year) | $138,093 |
| Kim Fawcett | CRO | $136,176 |
| Jean Correa | Director of Finance | $87,718 |
| Daniel Rogers | Chief Executive Officer (part year) | $26,054 |
Compensation data as of: 6/30/2022
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 2/6/2023. To update the information below, please email: [email protected]
History
1993 - Jim and Tammy Watson establish Bridgeport Rescue Mission. They cook meals in local church kitchens and distribute them from the back of their station wagon. Jim tells the people about God's love and transforming power while Tammy sings gospel songs along with a karaoke machine.
1996 - The Mission converts an old RV into a Mobile Kitchen. Staff and volunteers distribute food and offer prayer to hungry men, women, and children. Later that year, the Mission acquires the Fanny Crosby Memorial Home on Fairfield Avenue and relocates its men's shelter there.
1997 - The Mission establishes an addiction recovery program for women.
1999 - Rev. Mickey Kalman becomes Executive Director, creating physical fitness programs, adult education, and 12-step support programs for men and women wanting to be free of addictions.
2002 - Rev. Terry Wilcox becomes Executive Director. He and his staff develop recovery services into the New Life Program.
2007 - The Mission purchases and renovates a three-story Victorian house on Barnum Avenue to open a shelter for homeless women. (Today this is the Women's Center for those in the New Life Program.)
2008 - The Mission distributes 81 turkeys from their Main Campus during the holiday season. As the recession of 2008 bears down on the working poor and homeless, the Mission works to meet alarming increases in need, while also ensuring income levels meet the needs.
2011 - The Board of Directors approves a strategic plan that includes expanding services to South Norwalk, where there are significant unmet needs, especially among children. Mobile Kitchens begin delivering meals to impoverished neighborhoods. Grace Baptist Church helps distribute coats, turkeys, and Pantry Bags.
2013 - The Mission expands and enhances programs to meet the needs of single mothers. The Mission acquires Bethel Recovery Center, today known as the Guest House for Women and Children, to provide emergency shelter, food, and clothing to vulnerable community members. Due to increased needs, the Mission provides turkeys, fixings, and coats to more than 3,000 families, and names this outreach Great ThanksGiving Project.
2017 - The Mission launches Supportive Housing Programs for men and women, providing graduates of the New Life Program transitional housing, case management, and in-house apprenticeships to ease the transition into independent living.
2019 - The Mission, with the generous donations of partners, purchase the nursing home at 725 Park Avenue, to be poised to meet the expanding needs in Coastal Connecticut.
2020 - Pantry services move to Park Avenue, while building renovations continue on upper floors so that more Mission programs and essential Human Services may be housed under one roof.
2021 - The expanded Community Pantry opens in the Summer, providing the Mission's community guests with more of a variety of nutritious food selections for their families.
2022 - For the first time in the missions history, both men & women programs are under one roof for program and services.
The Resource Center is opened for multitude of on-site resources and services.
Medical care is extended through Sage Healthcare's partnership.
The Workforce Development Program is launched.
Program accomplishments
655,626 meals provided annually
40,880 nights of safe housing annually
91 people in recovery programs annually