Preemptive Love Coalition 
The information on this page was last updated 12/6/2023. If you see errors or omissions, please email: [email protected]
Summary
We're a coalition of peacemakers stretching across Iraq, Syria, the United States, and beyond, working together to unmake violence.
We are first in with emergency aid on the frontlines of conflict and disaster, deeper than others are willing to go. We are last to leave, staying until we turn the corner from relief to development, investing in locals who create long-term impact.
We love anyway, even when we are scared. We show up, because presence can lead to love that can build "The More Beautiful World Our Hearts Know Is Possible." Finally, we get out of the way, empowering others to solve their own problems.
Contact information
Mailing address:
Preemptive Love Coalition
1300 Darbyton Dr.
Hewitt, TX 76643
Website: www.preemptivelove.org
Phone: (254) 237-9355
Email: [email protected]
Organization details
EIN: 262450109
CEO/President: Rebecca Besant
Chairman:
Board size: 6
Founder: Jeremy Courtney
Ruling year: 2009
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
We exist to end war.
The most important thing we do isn't providing food, water, or medicine. It's not creating jobs or helping refugees start new businesses. At the red hot center of everything we do-every food delivery, every family we serve-is the pursuit of peace between communities at odds.
We're not just aid workers. We are peacemakers. Every meal, every liter of water, every new job is a chance to demonstrate a different kind of love. A love big enough to unmake violence.
Mission statement
Preemptive Love is a global movement of peacemakers changing the way we engage the world's most polarizing conflicts by confronting fear with acts of love.
Statement of faith
Donor confidence score
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Foreign Missions
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 1072 of 1118 | 134 of 140 |
| Fund acquisition rating | | 1112 of 1119 | 138 of 140 |
| Resource allocation rating | | 1115 of 1119 | 140 of 140 |
| Asset utilization rating | | 639 of 1118 | 72 of 140 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 6% | 32% | 20% | 14% | 13% | 10% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 33% | 19% | 13% | 12% | 9% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 98% | 103% | 96% | 94% | 95% | 95% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 15% | 17% | 20% | 13% | 9% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 2% | -3% | 4% | 6% | 5% | 5% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 60% | 62% | 64% | 75% | 80% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 225% | 112% | 64% | 98% | 99% |
Program output ratio Program output ratio = Program services / Total revenue | 84% | 136% | 69% | 41% | 74% | 79% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | -125% | -12% | 36% | 2% | 1% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 3% | -70% | -8% | 28% | 1% | 1% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 9% | 25% | 21% | 16% | 12% | 11% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.34 | 1.20 | 0.76 | 0.49 | 0.69 | 0.83 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.27 | 1.09 | 1.09 | 1.06 | 1.01 | 1.01 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.14 | 1.30 | 0.82 | 0.52 | 0.70 | 0.84 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 17.61 | 18.01 | 30.58 | 33.07 | 24.84 | 68.76 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.05 | 0.06 | 0.03 | 0.03 | 0.04 | 0.01 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.24 | 8.71 | 14.13 | 22.50 | 16.46 | 14.13 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 5% | 3% | 3% | 4% | 1% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 68% | 79% | 128% | 199% | 139% | 119% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $1,292,234 | $1,187,622 | $2,726,405 | $2,964,076 | $2,287,374 |
| Receivables, inventories, prepaids | $511,549 | $686,445 | $511,998 | $354,300 | $333,404 |
| Short-term investments | $7,287,735 | $14,766,724 | $14,423,341 | $9,703,405 | $9,162,869 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $9,091,518 | $16,640,791 | $17,661,744 | $13,021,781 | $11,783,647 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $799,230 | $1,430,344 | $1,027,344 | $132,906 | $114,385 |
| Other long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total long-term assets | $799,230 | $1,430,344 | $1,027,344 | $132,906 | $114,385 |
| Total assets | $9,890,748 | $18,071,135 | $18,689,088 | $13,154,687 | $11,898,032 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $504,763 | $544,186 | $534,148 | $524,123 | $131,371 |
| Other current liabilities | $0 | $0 | $0 | $0 | $40,000 |
| Total current liabilities | $504,763 | $544,186 | $534,148 | $524,123 | $171,371 |
| 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 | $504,763 | $544,186 | $534,148 | $524,123 | $171,371 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $9,058,241 | $17,526,949 | $18,127,145 | $12,565,460 | $11,643,769 |
| With donor restrictions | $327,744 | $0 | $27,795 | $65,104 | $82,892 |
| Net assets | $9,385,985 | $17,526,949 | $18,154,940 | $12,630,564 | $11,726,661 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $5,422,879 | $11,666,224 | $13,344,733 | $8,824,819 | $9,450,116 |
| Program service revenue | $0 | $46,966 | $10,000 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | ($277,198) | $225,545 | $205,156 | $267,980 | $156,631 |
| Other revenue | $110,151 | $267,910 | $656,700 | $195,650 | $337,167 |
| Total other revenue | ($167,047) | $540,421 | $871,856 | $463,630 | $493,798 |
| Total revenue | $5,255,832 | $12,206,645 | $14,216,589 | $9,288,449 | $9,943,914 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $7,131,558 | $8,409,898 | $5,873,531 | $6,832,772 | $7,845,901 |
| Management and general | $2,983,964 | $2,887,738 | $1,450,750 | $1,138,975 | $1,107,810 |
| Fundraising | $1,716,830 | $2,373,617 | $1,808,752 | $1,140,765 | $904,762 |
| Total expenses | $11,832,352 | $13,671,253 | $9,133,033 | $9,112,512 | $9,858,473 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | ($6,576,520) | ($1,464,608) | $5,083,556 | $175,937 | $85,441 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($6,576,520) | ($1,464,608) | $5,083,556 | $175,937 | $85,441 |
Compensation
| Name | Title | Compensation |
| David Atlan-Zermati | Chief Financial Officer | $312,802 |
| John Pershall | Chief Growth Officer (Part-Year) | $213,660 |
| Jeremy Courtney | President (Part-Year) | $180,739 |
| Jessica Courtney | Chief Program Officer (Part-Year) | $173,043 |
| Jen Meyerson | Chief Programs Officer | $146,676 |
| Jeff Tuffield | Chief Techonology Officer | $141,708 |
| Maritza Mejia | Chief Development Officer | $125,720 |
| Kelley Coe | Major Gifts Officer | $120,918 |
| Anna Wozniak | Workwell Program Officer | $107,952 |
| Ellen Meyer Shorb | Interim CEO | $106,615 |
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 12/6/2023. To update the information below, please email: [email protected]
History
Our story began in a hotel lobby inside Iraq in 2007. A fearful father, his beautiful daughter, her ailing heart, and the simple question, "Please, will you try to save her?" From that day, we threw ourselves into eradicating the backlog of children waiting in line for lifesaving heart surgery, often in the most war-torn, unreached parts of the Iraq like Fallujah and Tikrit.
These years of investing in Iraq's medical infrastructure through training and lifesaving care resulted in over 1,300 heart surgeries. Because of our world renowned surgical teams, we were invited into every major region of the country. When ISIS rampaged onto the global scene, we were uniquely positioned to expand our programming so that we could continue to go to the conflict-zones others were fleeing, to love those no one else will love.
On the heals of our success in Iraq, we are now being invited to provide lifesaving heart surgeries for children around the world, in polarizing conflict-zones like Libya, Pakistan, and Iran.