A Child's Hope International 
The information on this page was last updated 12/4/2023. If you see errors or omissions, please email: [email protected]
Summary
We strive to motivate and mobilize the church to care for orphans and vulnerable children. Enabling each church to wrap around at least one child through family strengthening, orphan care, and humanitarian relief. When the church becomes engaged, communities will be restored and transformed through the Gospel of Jesus Christ.
Contact information
Mailing address:
A Child's Hope International
2430 E. Kemper Road
Cincinnati, OH 45241
Website: thechildrenarewaiting.org
Phone: 513 771 2244
Email: [email protected]
Organization details
EIN: 262650611
CEO/President: Jerry Shannon
Chairman: Doug Peters
Board size: 8
Founder: Larry Bergeron
Ruling year: 2009
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2011
Purpose
By working alongside a network of trusted locally led organizations and churches, our programs are helping children and families thrive through family strengthening, orphan care, and humanitarian relief.
Mission statement
To motivate and mobilize the church and the community to care for orphans and vulnerable children.
Statement of faith
Visit: https://thechildrenarewaiting.org/statement-of-faith/
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Foreign Missions
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 190 of 1106 | 22 of 144 |
| Fund acquisition rating | | 281 of 1107 | 43 of 144 |
| Resource allocation rating | | 197 of 1107 | 24 of 144 |
| Asset utilization rating | | 533 of 1106 | 58 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 | 6% | 3% | 2% | 2% | 1% | 1% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 3% | 2% | 2% | 1% | 1% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 99% | 99% | 98% | 98% | 98% | 97% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 3% | 2% | 1% | 2% | 2% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 1% | 1% | 2% | 2% | 2% | 3% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 90% | 91% | 92% | 91% | 92% |
Spending ratio Spending ratio = Total expenses / Total revenue | 99% | 116% | 95% | 122% | 85% | 96% |
Program output ratio Program output ratio = Program services / Total revenue | 82% | 104% | 86% | 113% | 77% | 89% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 1% | -16% | 5% | -22% | 15% | 4% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | -27% | 7% | -27% | 20% | 10% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 8% | 7% | 7% | 6% | 7% | 6% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.33 | 1.55 | 1.21 | 1.35 | 1.10 | 2.26 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.23 | 1.65 | 1.33 | 1.28 | 1.32 | 1.05 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.02 | 2.55 | 1.62 | 1.73 | 1.46 | 2.37 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 19.87 | 14.59 | 15.89 | 11.00 | 12.50 | 47.57 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.05 | 0.07 | 0.06 | 0.09 | 0.08 | 0.02 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.62 | 4.38 | 6.94 | 6.30 | 7.57 | 4.96 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 7% | 20% | 5% | 7% | 6% | 2% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 67% | 52% | 78% | 69% | 85% | 43% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $476,753 | $757,355 | $928,646 | $1,083,056 | $1,122,664 |
| Receivables, inventories, prepaids | $493,865 | $525,164 | $349,316 | $131,227 | $45,807 |
| Short-term investments | $0 | $0 | $0 | $593 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $970,618 | $1,282,519 | $1,277,962 | $1,214,876 | $1,168,471 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $382,902 | $429,130 | $357,915 | $391,568 | $56,525 |
| Other long-term assets | $249,053 | $0 | $0 | $0 | $0 |
| Total long-term assets | $631,955 | $429,130 | $357,915 | $391,568 | $56,525 |
| Total assets | $1,602,573 | $1,711,649 | $1,635,877 | $1,606,444 | $1,224,996 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $66,542 | $80,699 | $116,175 | $97,205 | $24,561 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $66,542 | $80,699 | $116,175 | $97,205 | $24,561 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $249,053 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $249,053 | $0 | $0 | $0 | $0 |
| Total liabilities | $315,595 | $80,699 | $116,175 | $97,205 | $24,561 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $1,108,525 | $1,452,497 | $1,471,834 | $1,461,371 | $1,144,718 |
| With donor restrictions | $178,453 | $178,453 | $47,868 | $47,868 | $55,717 |
| Net assets | $1,286,978 | $1,630,950 | $1,519,702 | $1,509,239 | $1,200,435 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $2,108,852 | $2,148,295 | $1,769,290 | $2,046,284 | $2,786,436 |
| Program service revenue | $0 | $9,380 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $3,650 | $2,381 | $15,121 | $25,869 | $10,592 |
| Other revenue | $22,944 | $30,544 | $23,239 | $7,613 | $86,664 |
| Total other revenue | $26,594 | $42,305 | $38,360 | $33,482 | $97,256 |
| Total revenue | $2,135,446 | $2,190,600 | $1,807,650 | $2,079,766 | $2,883,692 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $2,224,882 | $1,884,028 | $2,044,917 | $1,609,496 | $2,553,058 |
| Management and general | $184,911 | $155,306 | $137,860 | $132,034 | $171,231 |
| Fundraising | $69,625 | $40,018 | $29,091 | $29,432 | $41,569 |
| Total expenses | $2,479,418 | $2,079,352 | $2,211,868 | $1,770,962 | $2,765,858 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | ($343,972) | $111,248 | ($404,218) | $308,804 | $117,834 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($343,972) | $111,248 | ($404,218) | $308,804 | $117,834 |
Compensation
| Name | Title | Compensation |
| Gerald Shannon | Executive Director | $145,016 |
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 12/4/2023. To update the information below, please email: [email protected]
History
A Child's Hope Int'l began in the spring of 2008 after Larry Bergeron returned from a vision trip to sub-Sahara Africa, where he saw the orphan crisis face to face. The HIV/AIDS epidemic was sweeping across many countries of Africa, claiming the lives of one or both parents and orphaning millions of children. More than 17 million orphans in the world have lost one or both parents to HIV/AIDS; 15 million of these children live in sub-Sahara Africa. The tragic upward trend of the orphan crisis captivated Larry and his life would never be the same. During that trip, he watched orphans perish from hunger and thirst, alone and without hope. Yet these children of hopelessness have names, they are children of God and God speaks of His love for these children more than forty times throughout Scripture. Larry returned home, left his church pastor position, and founded A Child's Hope Int'l with the goal to engage and empower local churches and communities to care for orphans and vulnerable children.