Echoing Hills Village Inc. 
The information on this page was last updated 12/20/2023. If you see errors or omissions, please email: [email protected]
Summary
Echoing Hills was founded by Rev. Cordell Brown to provide a premier Summer Camp experience for individuals with intellectual and/or developmental disabilities. In the years since, our vision has expanded. We now provide premier recreational, residential, vocational, travel and educational services throughout the state of Ohio. All of these programs are in alignment with our values: the right to choose, the dignity of each person, personal fulfillment in God's plan, and a relationship with Jesus Christ.
Contact information
Mailing address:
Echoing Hills Village Inc.
36272 County Road 79
Warsaw, OH 43844
Website: ehvi.org
Phone: 740-327-2311
Email: [email protected]
Organization details
EIN: 310735747
CEO/President: Timothy D. Neville
Chairman: Mark Alder
Board size: 9
Founder: Rev. Cordell Brown
Ruling year: 1968
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 1988
Purpose
Echoing Hills is a non-profit ministry dedicated to creating opportunities for individuals with intellectual and/or developmental disabilities to know and experience Jesus Christ. We believe that all people with intellectual and/or developmental disabilities can live purposeful lives with dignity and respect. Through our residential and recreational services, Echoing Hills assists people with disabilities to achieve their highest potential.
The quality of our service is driven by the values and teachings of Jesus Christ. Our faith-based standard of care provides opportunities for individuals with intellectual and/or developmental disabilities. We help people live out their full potential.
Mission statement
At Echoing Hills, we are committed to Revolutionizing Lives where people live, learn, connect, play, and worship.
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Camps/Conference Centers
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 120 of 1117 | 5 of 36 |
| Fund acquisition rating | | 579 of 1118 | 23 of 37 |
| Resource allocation rating | | 92 of 1118 | 4 of 37 |
| Asset utilization rating | | 125 of 1117 | 6 of 36 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 7% | 20% | 3% | 2% | 6% | 9% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 1% | 0% | 0% | 0% | 0% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 34% | 3% | 14% | 26% | 5% | 3% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 3% | 1% | 0% | 1% | 0% | 0% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 66% | 97% | 86% | 74% | 95% | 97% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 89% | 89% | 89% | 91% | 92% |
Spending ratio Spending ratio = Total expenses / Total revenue | 93% | 99% | 96% | 85% | 94% | 97% |
Program output ratio Program output ratio = Program services / Total revenue | 75% | 88% | 86% | 76% | 86% | 90% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 7% | 1% | 4% | 15% | 6% | 3% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | 1% | 5% | 20% | 9% | 5% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 10% | 10% | 10% | 8% | 7% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.44 | 0.98 | 0.93 | 0.88 | 1.02 | 1.10 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 4.36 | 3.19 | 2.71 | 2.93 | 4.10 | 5.39 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.65 | 3.11 | 2.51 | 2.59 | 4.19 | 5.93 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 5.57 | 2.97 | 2.97 | 2.79 | 1.76 | 1.32 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.18 | 0.34 | 0.34 | 0.36 | 0.57 | 0.76 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.46 | 2.56 | 3.17 | 2.97 | 1.24 | 0.49 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 9% | 23% | 25% | 23% | 27% | 27% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 11% | 11% | 10% | 13% | 13% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 196% | 79% | 81% | 87% | 72% | 66% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $3,283,904 | $4,661,982 | $6,008,142 | $4,783,140 | $1,820,609 |
| Receivables, inventories, prepaids | $3,345,827 | $7,473,905 | $7,121,688 | $2,676,813 | $3,189,955 |
| Short-term investments | $5,749,558 | $2,147,790 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $12,379,289 | $14,283,677 | $13,129,830 | $7,459,953 | $5,010,564 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $11,357,230 | $9,961,443 | $9,753,430 | $9,474,113 | $9,621,594 |
| Other long-term assets | $15,714,965 | $14,432,231 | $15,571,120 | $13,675,943 | $12,372,933 |
| Total long-term assets | $27,072,195 | $24,393,674 | $25,324,550 | $23,150,056 | $21,994,527 |
| Total assets | $39,451,484 | $38,677,351 | $38,454,380 | $30,610,009 | $27,005,091 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $4,162,996 | $3,529,009 | $3,477,102 | $3,617,121 | $3,806,722 |
| Other current liabilities | $0 | $1,276,129 | $1,224,588 | $616,809 | $0 |
| Total current liabilities | $4,162,996 | $4,805,138 | $4,701,690 | $4,233,930 | $3,806,722 |
| Debt | $4,294,217 | $4,439,571 | $3,976,266 | $3,895,597 | $3,432,123 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $765,965 | $414,854 | $135,380 | $67,160 | $105,215 |
| Total long-term liabilities | $5,060,182 | $4,854,425 | $4,111,646 | $3,962,757 | $3,537,338 |
| Total liabilities | $9,223,178 | $9,659,563 | $8,813,336 | $8,196,687 | $7,344,060 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $16,125,293 | $15,739,805 | $15,535,029 | $10,330,604 | $8,212,472 |
| With donor restrictions | $14,103,013 | $13,277,983 | $14,106,015 | $12,082,718 | $11,448,559 |
| Net assets | $30,228,306 | $29,017,788 | $29,641,044 | $22,413,322 | $19,661,031 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $1,012,480 | $5,232,700 | $10,381,316 | $1,767,701 | $956,989 |
| Program service revenue | $37,298,497 | $32,065,923 | $29,254,858 | $28,295,032 | $29,100,200 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $240,213 | ($55,158) | ($78,253) | ($46,207) | $508,329 |
| Other revenue | $236,664 | $75,164 | $238,724 | $3,162,244 | $86,719 |
| Total other revenue | $37,775,374 | $32,085,929 | $29,415,329 | $31,411,069 | $29,695,248 |
| Total revenue | $38,787,854 | $37,318,629 | $39,796,645 | $33,178,770 | $30,652,237 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $34,278,994 | $32,020,241 | $30,314,203 | $28,495,856 | $27,477,708 |
| Management and general | $3,987,326 | $3,683,392 | $3,509,926 | $2,643,801 | $2,155,930 |
| Fundraising | $199,544 | $160,568 | $176,769 | $105,113 | $82,569 |
| Total expenses | $38,465,864 | $35,864,201 | $34,000,898 | $31,244,770 | $29,716,207 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | $321,990 | $1,454,428 | $5,795,747 | $1,934,000 | $936,030 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $321,990 | $1,454,428 | $5,795,747 | $1,934,000 | $936,030 |
Compensation
| Name | Title | Compensation |
| Timothy Neville | President / CEO | $281,887 |
| Ray Schmidt | Executive Vice President | $175,012 |
| Mark Snyder | Executive Vice President | $156,045 |
| Zachary Haughawout | Vice President of Cpo | $120,385 |
| Angela Jordan | Director of Community Relations | $120,100 |
| John Swanson | Executive Vice President | $118,651 |
| D Cordell Brown | Founder | $68,622 |
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 12/20/2023. To update the information below, please email: [email protected]
History
For over 50 years, Echoing Hills has supported thousands of families, friends and neighbors through our outreach to people with disabilities. We believe in creating opportunities for individuals with disabilities and assisting them in reaching their fullest potential. Our journey began with Cordell Brown's dream of serving people like himself, with only $300 and a handful of friends who believed, Echoing Hills became a reality. From that humble beginning and two rustic cabins in rural Ohio, we now serve individuals with disabilities all over the state of Ohio with camping, travel, residential, healthcare and adult services. Our services all support our beliefs that all individuals can live purposeful lives with dignity and respect.