Episcopal Church Foundation 
The information on this page was last updated 4/16/2026. If you see errors or omissions, please email: [email protected]
Summary
ECF is an independent, lay-led, and inclusive organization that helps build, vitalize, and transform Episcopal faith communities, focusing on formation, finance, and resources. Our programs inspire and nurture church leaders, help raise and manage financial assets, and provide high-quality and innovative resources and ideas for implementation throughout the church.
Contact information
Mailing address:
Episcopal Church Foundation
475 Riverside Drive
Suite 750
New York, NY 10115
Website: www.ecf.org
Phone: 800-697-2858
Email: [email protected]
Organization details
EIN: 131776448
CEO/President: Dail St. Claire
Chairman: Annette Buchanan
Board size: 14
Founder: Henry Knox Sherrill
Ruling year: 1969
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
Vital, inclusive, and sustainable faith communities that create steadfast followers of Jesus.
Mission statement
To lead Episcopal faith communities into the future as a partner for transforming ministries.
Statement of faith
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Christian Foundations
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 1420 of 1423 | 23 of 23 |
| Fund acquisition rating | | 1422 of 1423 | 22 of 23 |
| Resource allocation rating | | 1325 of 1423 | 21 of 23 |
| Asset utilization rating | | 1363 of 1424 | 23 of 23 |
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 0% | 42% | 61% | 37% | 31% | 20% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 0% | 7% | 2% | 5% | 4% | 6% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 81% | 16% | 4% | 14% | 13% | 29% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 0% | 8% | 9% | 6% | 6% | 7% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 19% | 84% | 96% | 86% | 87% | 71% |
| Operating ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Program expense ratio Program expense ratio = Program services / Total expenses | 95% | 77% | 76% | 80% | 78% | 81% |
Spending ratio Spending ratio = Total expenses / Total revenue | 79% | 89% | 27% | 91% | 63% | 85% |
Program output ratio Program output ratio = Program services / Total revenue | 73% | 69% | 20% | 72% | 49% | 69% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 21% | 11% | 73% | 9% | 37% | 15% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 7% | 1% | 21% | 1% | 4% | 1% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 5% | 15% | 15% | 14% | 16% | 12% |
| Investing ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.29 | 0.01 | 0.01 | 0.01 | 0.01 | 0.01 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.21 | 3.00 | 3.08 | 3.41 | 3.60 | 7.33 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 0.31 | 0.02 | 0.02 | 0.03 | 0.02 | 0.05 |
| Liquidity ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Current ratio Current ratio = Total current assets / Total current liabilities | 390.87 | 1055.07 | 675.76 | 352.82 | 279.83 | 96.36 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.00 | 0.00 | 0.00 | 0.00 | 0.00 | 0.01 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 38.01 | 754.07 | 647.85 | 424.83 | 513.99 | 228.95 |
| Solvency ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 1% | 93% | 92% | 91% | 91% | 91% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 90% | 88% | 87% | 86% | 86% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 324% | 1280% | 1296% | 1071% | 1460% | 1287% |
Financials
| Balance sheet | |||||
| Assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Cash | $304,439 | $113,105 | $301,796 | $115,878 | $385,950 |
| Receivables, inventories, prepaids | $1,868,631 | $1,534,344 | $1,643,459 | $1,652,758 | $1,538,397 |
| Short-term investments | $288,718,940 | $228,463,929 | $162,269,340 | $178,965,225 | $81,686,764 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $290,892,010 | $230,111,378 | $164,214,595 | $180,733,861 | $83,611,111 |
| Long-term investments | $583,102,457 | $478,924,616 | $396,293,639 | $468,996,242 | $528,865,187 |
| Fixed assets | $72,351 | $127,165 | $196,266 | $323,762 | $256,071 |
| Other long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total long-term assets | $583,174,808 | $479,051,781 | $396,489,905 | $469,320,004 | $529,121,258 |
| Total assets | $874,066,818 | $709,163,159 | $560,704,500 | $650,053,865 | $612,732,369 |
| Liabilities | 2024 | 2023 | 2022 | 2021 | 2020 |
| Payables and accrued expenses | $275,710 | $290,520 | $415,441 | $247,616 | $428,684 |
| Other current liabilities | $0 | $50,000 | $50,000 | $398,247 | $438,990 |
| Total current liabilities | $275,710 | $340,520 | $465,441 | $645,863 | $867,674 |
| Debt | $787,868,566 | $627,407,437 | $486,210,018 | $556,432,712 | $524,182,161 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $26,725,763 | $26,241,168 | $24,505,146 | $31,585,107 | $31,884,881 |
| Total long-term liabilities | $814,594,329 | $653,648,605 | $510,715,164 | $588,017,819 | $556,067,042 |
| Total liabilities | $814,870,039 | $653,989,125 | $511,180,605 | $588,663,682 | $556,934,716 |
| Net assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Without donor restrictions | $51,169,904 | $47,464,143 | $42,488,139 | $52,584,030 | $47,472,339 |
| With donor restrictions | $8,026,875 | $7,709,891 | $7,035,756 | $8,806,153 | $8,325,314 |
| Net assets | $59,196,779 | $55,174,034 | $49,523,895 | $61,390,183 | $55,797,653 |
| Revenues and expenses | |||||
| Revenue | 2024 | 2023 | 2022 | 2021 | 2020 |
| Total contributions | $848,148 | $614,880 | $735,253 | $883,309 | $1,503,909 |
| Program service revenue | $1,550,940 | $1,305,504 | $1,329,392 | $1,526,918 | $1,746,203 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $2,802,595 | $14,030,731 | $3,045,311 | $4,193,514 | $1,855,853 |
| Other revenue | $0 | $0 | $0 | $19,506 | $0 |
| Total other revenue | $4,353,535 | $15,336,235 | $4,374,703 | $5,739,938 | $3,602,056 |
| Total revenue | $5,201,683 | $15,951,115 | $5,109,956 | $6,623,247 | $5,105,965 |
| Expenses | 2024 | 2023 | 2022 | 2021 | 2020 |
| Program services | $3,577,390 | $3,237,343 | $3,691,425 | $3,272,535 | $3,518,489 |
| Management and general | $687,855 | $643,543 | $659,085 | $661,970 | $524,957 |
| Fundraising | $359,503 | $375,144 | $274,794 | $269,926 | $293,495 |
| Total expenses | $4,624,748 | $4,256,030 | $4,625,304 | $4,204,431 | $4,336,941 |
| Change in net assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Surplus (deficit) | $576,935 | $11,695,085 | $484,652 | $2,418,816 | $769,024 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $576,935 | $11,695,085 | $484,652 | $2,418,816 | $769,024 |
Compensation
| Name | Title | Compensation |
| Donald Romanik | President (part year) | $368,794 |
| Craig Bossi | VP of Finance & COO | $248,432 |
| Carsten Sierck | Managing Program Director | $235,080 |
| Yvonne Lembo | Director of Development | $167,527 |
| Annette Richardson | Senior Program Director | $165,144 |
| Aline Sun | Program Director | $139,896 |
| Dail St Claire | President | $27,596 |
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 4/16/2026. To update the information below, please email: [email protected]
History
The Rt. Rev. Henry Knox Sherrill (1890-1980) founded the Episcopal Church Foundation (ECF) in 1949 at a time when the Church, much like the country, was growing in numbers and developing centralized, corporate models of governance and administration. A product of his times, yet a visionary and Christ-centered role model, Sherrill was passionate about the mission of the Church and a committed leader of the ecumenical movement at both the national and international levels.
Upon his election as Presiding Bishop, Sherrill sought creative ways to access resources to support the mission of the wider Church and founded ECF as an independent organization. With the exception of the Presiding Bishop, the Board of Directors was composed of lay persons of national prominence in the Church, business, and state. To this day, ECF maintains this tradition as it lives into its commitment to the ministry of all the baptized and promoting effective lay-clergy partnerships.
Initially, the resources from ECF were used to build up the infrastructure of the Church and extend its work across the nation and worldwide. ECF established a revolving loan fund that assisted with the construction of hundreds of Episcopal churches in the United States and abroad. In addition, through its Fellowship Program, ECF supported students in doctoral programs who planned to teach in Episcopal seminaries. ECF also funded multiple local outreach ministries in all parts of the country. For close to four decades, Sherrill's original vision for ECF would inform and motivate new levels of giving, resulting in significant financial resources for important programs that would otherwise have gone unfunded.
In the late 1980s, ECF transitioned to a more programmatic portfolio. ECF turned over its responsibilities for Church building loans to The Episcopal Church Building Fund and focused on new areas of work, including clergy health and wellness, which later became the CREDO program, now administered and funded by the Church Pension Group (CPG). ECF launched and spun off other initiatives that built a network of individuals, congregations, and dioceses, all dedicated to supporting and advancing healthy and strong leadership throughout the Church.
In 1995, ECF inherited primary responsibility for planned giving throughout The Episcopal Church and began a new commitment to stewardship and philanthropy, which now includes consultation and support for endowment management and general fundraising. At the same time, ECF developed educational and training events, published Vestry Papers, conducted Church-wide research, and enhanced its growing role in the broad area of leadership development. As the new century emerged and ECF approached its 60th anniversary, it articulated and implemented a renewed mission of supporting Episcopal faith communities in visioning and planning, developing leadership, and raising financial resources for ministry. The original fellows' grants became the Fellowship Partners Program, Vestry Papers was incorporated in ECF Vital Practices, and the Endowment Management program continued to grow and thrive, now managing over half a billion dollars for hundreds of Episcopal entities.
Over the last ten years, ECF has become a major resource center for the entire Church - creating tools and resources for multicultural, underserved, and underrepresented faith communities and addressing emerging topics such as racial justice, reproductive rights, and LGBTQ+ issues. More recently, ECF has embraced the core values of Inclusive Leadership, Expansive Community, Racial Justice, and Creation Care - striving to incorporate them into all its program areas and operations.
Program accomplishments
Established the Revolving (Church Building) Loan Fund
Helped Develop:
-the College for Bishops
-the Alban Institute
-a new bishop search process
-the Clergy Leadership Project, which transitioned to Trinity Church Wall Street
Sponsored the:
-Pusey Report on Theological Education
-Fresh Start Program (including management and archiving)
-Zacchaeus Project on Episcopal Identity and Vocation
-Search for Coherence
Helped to Support and Sponsor the:
-Episcopal Network for Stewardship (TENS)
-Episcopal Parish Network (EPN), formerly CEEP
-creation of the Church Deployment Office
-Launched the Doctoral Fellows Program (now the Fellowship Partners Program)
-Seeded Listening Hearts and Journey to Adulthood, two major formation programs for adults and children
-Funded and nurtured Godly Play, a program that enhances the spiritual life of children
-Strengthened campus ministries through Ministry on the Frontier and CampuSource
-Created the Cornerstone Project to explore issues of clergy and congregational health and wellness
-Assisted in the development of the CREDO wellness program
-Began the Emmaus Project to explore new patterns of Episcopal leadership
-Served as Secretariat for the Global Anglicanism Project (GAP)
Piloted the:
-Barnabas Project to train new clergy and lay leaders
-Diocesan Vitality Initiative (DVI) partnering with dioceses to identify systemic adaptive processes for revitalization
-Responded to the Economic Challenges Facing Pastoral Leaders pursuant to a Lilly Endowment grant, creating the Congregational Leadership Initiative, Diocesan Leadership Initiative, Finance Resource
-Guide, and Ministerial Excellence grants
-Forged partnerships to promote vitality assessment and church innovation
-Designed Pivot, an online learning cohort for underserved communities