Love One International 
The information on this page was last updated 12/6/2022. If you see errors or omissions, please email: [email protected]
Summary
When someone needs emergency medical attention in the U.S., help is just a phone call away. But in remote regions in Uganda, there's no such thing as 911. When children in these villages become critically ill because of malnourishment or infections like malaria, HIV, and tuberculosis, their parents feel desperate. Paralyzed by their lack of medical resources, this is where Love One steps in to help.
At Love One, we want parents to know that treatment is available-no matter how sick their child and how hopeless the situation may seem.
The Love One Center is a facility that houses children who are in desperate need of medical attention and care.
Contact information
Mailing address:
Love One International
1749 Mallory Lane
Suite 102
Brentwood, TN 37027
Website: loveoneinternational.org
Phone:
Email: [email protected]
Organization details
EIN: 275038533
CEO/President: Suzanne Mayernick
Chairman: Vallie Collins
Board size: 7
Founder: Mike and Suzanne Mayernick
Ruling year: 2012
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2022
Purpose
Critical Care - Our community liaisons search Gulu's outlying villages for critically ill children, or they are brought to The Love One Center so we can coordinate emergency access to life-saving healthcare.
Rehabilitative Care - When the children are stable, they're transferred to the Love One Center to fully recuperate, and their parents learn about basic healthcare, nutrition, and hygiene.
Community Care - Restored to health, children return home to grateful families and joyful communities. Love One offers ongoing support through nutritional education, family strengthening and spiritual programs.
Mission statement
We exist to transform the lives of children and families in Uganda through life-saving medical care, family preservation and sharing the love of Jesus.
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 | | 1069 of 1096 | 141 of 142 |
| Fund acquisition rating | | 1020 of 1098 | 132 of 143 |
| Resource allocation rating | | 933 of 1098 | 122 of 143 |
| Asset utilization rating | | 942 of 1096 | 121 of 142 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 6% | 16% | 0% | 0% | 0% | 0% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 15% | 0% | 0% | 0% | 0% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 99% | 94% | 98% | 115% | 66% | 75% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 27% | 1% | 1% | 0% | 0% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 1% | 6% | 2% | -15% | 34% | 25% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 68% | 88% | 88% | 92% | 94% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 55% | 30% | 52% | 30% | 52% |
Program output ratio Program output ratio = Program services / Total revenue | 79% | 37% | 26% | 45% | 27% | 48% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | 45% | 70% | 48% | 70% | 48% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 7% | 25% | 53% | 24% | 57% | 64% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 8% | 4% | 11% | 12% | 7% | 6% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.25 | 0.31 | 0.22 | 0.25 | 0.24 | 0.66 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.18 | 1.12 | 1.12 | 1.10 | 1.14 | 1.29 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.70 | 0.34 | 0.25 | 0.28 | 0.27 | 0.86 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 20.61 | 254.49 | 109.24 | 84.99 | 77.97 | 93.06 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.04 | 0.00 | 0.01 | 0.01 | 0.01 | 0.01 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.62 | 34.88 | 47.72 | 42.77 | 43.53 | 13.86 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 6% | 0% | 1% | 1% | 1% | 2% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 74% | 324% | 448% | 394% | 416% | 147% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $9,713,301 | $6,946,290 | $3,433,129 | $2,532,516 | $637,042 |
| Receivables, inventories, prepaids | $12,681 | $277,127 | $14,238 | $7,034 | $339,882 |
| Short-term investments | $0 | $0 | $8,468 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $9,725,982 | $7,223,417 | $3,455,835 | $2,539,550 | $976,924 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $1,121,671 | $894,294 | $349,781 | $352,095 | $284,310 |
| Other long-term assets | $1,457 | $3,778 | $10,768 | $13,953 | $0 |
| Total long-term assets | $1,123,128 | $898,072 | $360,549 | $366,048 | $284,310 |
| Total assets | $10,849,110 | $8,121,489 | $3,816,384 | $2,905,598 | $1,261,234 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $38,218 | $66,122 | $40,664 | $32,571 | $10,498 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $38,218 | $66,122 | $40,664 | $32,571 | $10,498 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $16,631 |
| Total long-term liabilities | $0 | $0 | $0 | $0 | $16,631 |
| Total liabilities | $38,218 | $66,122 | $40,664 | $32,571 | $27,129 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $10,810,892 | $7,980,367 | $3,700,070 | $2,797,377 | $1,158,455 |
| With donor restrictions | $0 | $75,000 | $75,650 | $75,650 | $75,650 |
| Net assets | $10,810,892 | $8,055,367 | $3,775,720 | $2,873,027 | $1,234,105 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $5,731,483 | $5,927,591 | $2,133,171 | $1,531,282 | $1,214,083 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $55,951 | $5,958 | $30,998 | $7,241 | ($964) |
| Other revenue | $300,902 | $131,753 | ($310,069) | $791,477 | $411,134 |
| Total other revenue | $356,853 | $137,711 | ($279,071) | $798,718 | $410,170 |
| Total revenue | $6,088,336 | $6,065,302 | $1,854,100 | $2,330,000 | $1,624,253 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $2,267,272 | $1,590,835 | $840,154 | $636,737 | $783,130 |
| Management and general | $149,548 | $190,819 | $110,646 | $51,786 | $53,587 |
| Fundraising | $915,991 | $18,338 | $7,369 | $2,555 | $0 |
| Total expenses | $3,332,811 | $1,799,992 | $958,169 | $691,078 | $836,717 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $2,755,525 | $4,265,310 | $895,931 | $1,638,922 | $787,536 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $2,755,525 | $4,265,310 | $895,931 | $1,638,922 | $787,536 |
Compensation
| Name | Title | Compensation |
| Derek Bell | Executive Director | $156,169 |
| Grace Hackett | Engagement Director | $63,122 |
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 12/6/2022. To update the information below, please email: [email protected]
History
In 2009, Mike and Suzanne Mayernick flew to Uganda to bring their little girl, JosieLove, home from Uganda. When they arrived, the 15-pound shell of a 3 1/2-year-old who they came to adopt was raging with a 105 degree fever and at a routine medical exam, they found out that that she had malaria, tuberculosis, and was HIV positive.
After just a few months at home receiving the love, attention, and the medical care she needed, this once dying little girl blossomed into a healthy, thriving child. Watching JosieLove's transformation sparked a fire inside of Suzanne and she knew that she was called to help more children like her daughter...so she started Love One.
Love One International got its name from JosieLove and the plus sign represents the mission to support the HIV positive population.