East County Transitional Living Center 
The information on this page was last updated 9/11/2025. If you see errors or omissions, please email: [email protected]
Summary
ECTLC is a community-not just a shelter, and we witness miracles every day. Thanks to the dedication of our staff and volunteers, along with the support of donors and community partners, we transform the lives of homeless men, women, and children.
Contact information
Mailing address:
East County Transitional Living Center
1527 East Main St
El Cajon, CA 92021
Website: ectlc.org
Phone: 619-442-0457
Email: [email protected]
Organization details
EIN: 270865318
CEO/President: Dr. Julie Hayden
Chairman: Joel Sanders
Board size: 6
Founder: Harold Brown
Ruling year: 2010
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2012
Purpose
Inspiring people in all communities to make the right decisions through Christ.
Each day we are committed to sharing the gospel and meeting the spiritual, physical and emotional needs of families and individuals.
Mission statement
Our mission is to provide transitional living and restore lives.
Since 2009, East County Transitional Living Center has been tirelessly committed to breaking the cycle of homelessness, addiction, poverty, and despair in the lives of hurting people. This is accomplished by our team of highly relational and joyful servants.
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: Rescue Missions/Homeless Shelters
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 145 of 1435 | 17 of 162 |
| Fund acquisition rating | | 393 of 1435 | 34 of 162 |
| Resource allocation rating | | 565 of 1435 | 57 of 162 |
| Asset utilization rating | | 43 of 1436 | 6 of 162 |
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 | 10% | 4% | 1% | 2% | 3% | 4% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 8% | 3% | 1% | 2% | 2% | 3% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 93% | 75% | 69% | 80% | 76% | 68% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 9% | 3% | 1% | 2% | 2% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 7% | 25% | 31% | 20% | 24% | 32% |
| Operating ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Program expense ratio Program expense ratio = Program services / Total expenses | 81% | 84% | 87% | 89% | 92% | 90% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 97% | 98% | 101% | 104% | 93% |
Program output ratio Program output ratio = Program services / Total revenue | 79% | 82% | 86% | 89% | 95% | 84% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | 3% | 2% | -1% | -4% | 7% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 9% | 7% | -5% | -15% | 21% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 9% | 13% | 12% | 10% | 6% | 7% |
| Investing ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.56 | 2.74 | 3.35 | 3.21 | 3.02 | 2.18 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 3.05 | 3.91 | 3.31 | 3.88 | 2.81 | 1.57 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.08 | 10.73 | 11.07 | 12.44 | 8.49 | 3.43 |
| Liquidity ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Current ratio Current ratio = Total current assets / Total current liabilities | 10.26 | 4.17 | 5.05 | 3.55 | 10.12 | 21.77 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.09 | 0.24 | 0.20 | 0.28 | 0.10 | 0.05 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.14 | 0.85 | 0.87 | 0.69 | 1.27 | 3.34 |
| Solvency ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 9% | 23% | 29% | 35% | 21% | 20% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 145% | 28% | 21% | 20% | 26% | 37% |
Financials
| Balance sheet | |||||
| Assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Cash | $428,245 | $485,721 | $457,900 | $572,838 | $1,200,007 |
| Receivables, inventories, prepaids | $144,457 | $174,228 | $112,575 | $107,461 | $103,524 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $572,702 | $659,949 | $570,475 | $680,299 | $1,303,531 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $1,229,522 | $980,551 | $993,517 | $1,230,570 | $740,023 |
| Other long-term assets | $436,602 | $542,889 | $648,315 | $0 | $0 |
| Total long-term assets | $1,666,124 | $1,523,440 | $1,641,832 | $1,230,570 | $740,023 |
| Total assets | $2,238,826 | $2,183,389 | $2,212,307 | $1,910,869 | $2,043,554 |
| Liabilities | 2024 | 2023 | 2022 | 2021 | 2020 |
| Payables and accrued expenses | $137,393 | $130,811 | $160,535 | $67,242 | $59,879 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $137,393 | $130,811 | $160,535 | $67,242 | $59,879 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $388,606 | $502,069 | $614,071 | $340,036 | $352,573 |
| Total long-term liabilities | $388,606 | $502,069 | $614,071 | $340,036 | $352,573 |
| Total liabilities | $525,999 | $632,880 | $774,606 | $407,278 | $412,452 |
| Net assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Without donor restrictions | $1,612,827 | $1,429,638 | $1,026,952 | $1,128,843 | $1,057,132 |
| With donor restrictions | $100,000 | $120,871 | $410,749 | $374,748 | $573,970 |
| Net assets | $1,712,827 | $1,550,509 | $1,437,701 | $1,503,591 | $1,631,102 |
| Revenues and expenses | |||||
| Revenue | 2024 | 2023 | 2022 | 2021 | 2020 |
| Total contributions | $4,758,823 | $5,104,062 | $5,608,879 | $4,219,724 | $3,247,868 |
| Program service revenue | $1,387,328 | $1,706,390 | $1,328,353 | $1,292,816 | $1,529,824 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $496 | $240 | $107 | $14,117 | $4,294 |
| Other revenue | $159,932 | $606,481 | $95,191 | $21,450 | $23,600 |
| Total other revenue | $1,547,756 | $2,313,111 | $1,423,651 | $1,328,383 | $1,557,718 |
| Total revenue | $6,306,579 | $7,417,173 | $7,032,530 | $5,548,107 | $4,805,586 |
| Expenses | 2024 | 2023 | 2022 | 2021 | 2020 |
| Program services | $5,147,645 | $6,346,983 | $6,285,522 | $5,283,087 | $4,037,380 |
| Management and general | $811,831 | $895,187 | $706,383 | $353,361 | $292,639 |
| Fundraising | $184,785 | $62,195 | $106,515 | $135,938 | $134,801 |
| Total expenses | $6,144,261 | $7,304,365 | $7,098,420 | $5,772,386 | $4,464,820 |
| Change in net assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Surplus (deficit) | $162,318 | $112,808 | ($65,890) | ($224,279) | $340,766 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $162,318 | $112,808 | ($65,890) | ($224,279) | $340,766 |
Compensation
| Name | Title | Compensation |
| Dr Julie Hayden | CEO | $125,000 |
| Kenneth Weekes | CAO | $100,000 |
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 9/11/2025. To update the information below, please email: [email protected]
History
ECTLC is a community-not just a shelter. The story began over 19 years ago when a group of civic-minded business leaders and a small church joined together to help the homeless in El Cajon, California. Since 2009, East County Transitional Living Center (ECTLC) has changed the lives of hundreds of distraught and lost homeless men, women, and children.
Our structured programs are successful, and we provide individualized case management, compassionate care and require strict adherence to rules. After completing our programs, broken individuals and families are whole again.
Many of the larger churches in the county, the Southern Baptist Association and the City of El Cajon, all came together to develop one of the country's most successful transitional living centers. For those who are ready to take responsibility for their lives, East County Transitional Living Center is prepared to be their partner on the challenging but rewarding transformative path to a new life full of hope and purpose.
Our founder and CEO, Harold Brown, is the driving force behind ECTLC's success. He developed the unique business model and the ECTLC programs. With a heart for helping those in need, Harold inspires men, women, and children as they work to change their lives from hopeless to hopeful. Harold and his staff are responsible for the "sense of community" found at ECTLC.
Program members help each other, a source of encouragement, understanding, and inspiration.
Program accomplishments
2022 California Non-Profit of the Year
ECTLC is proud to have been awarded this distinction by the nomination of Assemblyman Randy Voepel