Mully Children's Family USA 
The information on this page was last updated 7/12/2024. If you see errors or omissions, please email: [email protected]
Summary
Almost thirty years ago, Charles Mully left his comfortable life of success and wealth to answer God's call to serve the least of these. The result is Mully Children's Family, a nonprofit organization for the children of Kenya.
We provide basic essentials, education, and spiritual enrichment to thousands of vulnerable children in a family environment.
We reach out to our friends and neighbors through advocacy and disaster relief.
And we provide for our future with financial sustainability projects.
Contact information
Mailing address:
Mully Children's Family USA
3000 Old Alabama Road
Suite 119-302
Alpharetta, GA 30022
Website: mcfus.org
Phone: (678) 902-1736
Email: [email protected]
Organization details
EIN: 204105702
CEO/President: Phil DeVries
Chairman: Phil DeVries
Board size: 7
Founder: Charles Mully
Ruling year: 2006
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2016
Purpose
The example of Christ's love compels us to save children's lives and help them toward a brighter future.
Mully Children's Family-USA has been established to attract funding and expertise from donors in the United States to generate support and fund the MCF-Kenya ministry programs which enable the marginalized members of the Kenyan society to develop and eventually lead a dignified life in society.
Mission statement
To see the lives of the children, youth, and the marginalized members of the Kenyan society transformed into living a dignified life.
Mully Children's Family-USA is dedicated to supporting the long term objectives of our parent organization in Kenya. Mully Children's Family-Kenya transforms the abused, orphaned, abandoned and neglected street children it rescues into productive members of society via a Jesus Christ centered development model it has refined over the past 35 years.
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Relief and Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 515 of 1115 | 45 of 92 |
| Fund acquisition rating | | 826 of 1116 | 67 of 92 |
| Resource allocation rating | | 608 of 1116 | 52 of 92 |
| Asset utilization rating | | 179 of 1115 | 25 of 92 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 6% | 9% | 6% | 5% | 7% | 0% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 6% | 9% | 6% | 5% | 7% | 0% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 99% | 100% | 100% | 100% | 100% | 100% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 10% | 7% | 5% | 7% | 0% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 1% | 0% | 0% | 0% | 0% | 0% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 86% | 85% | 89% | 91% | 87% | 94% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 93% | 98% | 96% | 99% | 94% |
Program output ratio Program output ratio = Program services / Total revenue | 83% | 79% | 87% | 88% | 86% | 88% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | 7% | 2% | 4% | 1% | 6% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | 21% | 8% | 19% | 4% | 25% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 7% | 5% | 4% | 3% | 5% | 6% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.46 | 2.85 | 3.81 | 4.64 | 3.48 | 3.84 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.22 | 1.00 | 1.00 | 1.00 | 1.00 | 1.00 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.85 | 2.85 | 3.81 | 4.64 | 3.48 | 3.84 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 17.06 | 39.53 | 36.86 | 0.00 | 0.00 | 0.00 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.06 | 0.03 | 0.03 | 0.00 | 0.00 | 0.00 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.10 | 4.11 | 3.06 | 2.58 | 3.45 | 3.13 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 3% | 3% | 0% | 0% | 0% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 62% | 34% | 26% | 22% | 29% | 26% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $1,370,803 | $1,079,450 | $971,183 | $786,320 | $752,758 |
| Receivables, inventories, prepaids | $151 | $196 | $232 | $304 | $380 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $1,370,954 | $1,079,646 | $971,415 | $786,624 | $753,138 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $0 | $0 | $0 | $0 | $0 |
| Other long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total assets | $1,370,954 | $1,079,646 | $971,415 | $786,624 | $753,138 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $34,684 | $29,290 | $0 | $0 | $0 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $34,684 | $29,290 | $0 | $0 | $0 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total liabilities | $34,684 | $29,290 | $0 | $0 | $0 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $1,336,270 | $1,050,356 | $971,415 | $786,624 | $0 |
| With donor restrictions | $0 | $0 | $0 | $0 | $0 |
| Net assets | $1,336,270 | $1,050,356 | $971,415 | $786,624 | $753,138 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $4,187,438 | $4,196,632 | $4,694,441 | $2,773,082 | $3,078,265 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $0 | $0 | $0 | $0 | $0 |
| Other revenue | $0 | $0 | $0 | $0 | $0 |
| Total other revenue | $0 | $0 | $0 | $0 | $0 |
| Total revenue | $4,187,438 | $4,196,632 | $4,694,441 | $2,773,082 | $3,078,265 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $3,300,212 | $3,671,262 | $4,124,712 | $2,395,219 | $2,701,827 |
| Management and general | $204,319 | $176,759 | $149,174 | $144,126 | $187,440 |
| Fundraising | $396,993 | $269,670 | $235,765 | $200,264 | $0 |
| Total expenses | $3,901,524 | $4,117,691 | $4,509,651 | $2,739,609 | $2,889,267 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | $285,914 | $78,941 | $184,790 | $33,473 | $188,998 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $285,914 | $78,941 | $184,790 | $33,473 | $188,998 |
Compensation
| Name | Title | Compensation |
| Jason Miller | Director of Development | $127,648 |
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 7/12/2024. To update the information below, please email: [email protected]
History
About Charles Mulli
Charles Mulli was the firstborn son of a poverty-stricken Kenyan family of ten children. By age 6 he was abandoned by his parents to live on the streets for the next 12 years. Through diligence, hard work, and faith, Charles rose to become a very successful businessman. He, his wife Esther, and their eight children lived very comfortably as Charles became a multi-millionaire.
In 1986, Charles began to hear a call on his life to care for the thousands of abandoned children he encountered on the streets of Kenya, especially as he remembered his own struggles there as a child. In 1989, Charles and Esther began to take street orphans and vulnerable children into their home to be raised alongside their own biological children. Those numbers grew so that over the last 33 years, the Mully Family has given their entire lives and considerable fortune to rescue, adopt, house, feed, clothe, and educate well over 13,000 Kenyan orphans who have graduated from the program as well as an additional 3,500 in the program currently.
Additionally, Mully Children's Family (MCF) is the #1 employer, the sole source of clean water, and the main source of healthcare for the Ndalani and Kithimani Divisions in the Yatta District in which MCF resides. They have provided free education and a daily lunch for over 1,000 children in five other locations. During the 2007 post-election violence, MCF provided daily hot food for over 7,000 children in the camp and food rations for 20,000 displaced persons at the Eldoret IDP Camp as well as education for the children there.
Program accomplishments
6 locations
Over 6,826 children currently cared for
Over 27,000 children rescued