Christian Children's Home of Ohio 
The information on this page was last updated 4/20/2023. If you see errors or omissions, please email: [email protected]
Summary
Our Children's Residential Center provides a safe structured environment to meet the physical, emotional, mental and spiritual needs of children from all across Ohio who have been abused, neglected and traumatized by the people they should be able to trust most. Children ages 6-18 live in spacious cottages and are provided with therapeutic, social, spiritual and educational opportunities designed to aid the child with the healing process, model for them how a healthy family functions, develop coping and life skills, and introduce them to Jesus Christ.
We are licensed by the Ohio Department of Job and Family Services, certified by the Ohio Department of Mental Health, and accredited by the Council on Accreditation, and the Evangelical Council for Financial Accountability (ECFA). We provide a safe environment where abused and neglected children find healing, discover hope and experience unconditional love.
CCHO provides a safe and stable environment where abused, neglected and traumatized children find healing, discover hope and experience unconditional love. Originally founded in 1969, CCHO's residential treatment facility in Wooster, OH is designed to meet the mental, emotional, physical, recreational and spiritual needs of as many as 45 children at one time. Children in residential care are provided a variety of therapeutic approaches, such as equine-assisted therapy, art, group, partial hospitalization, individual, play and certified trauma therapy.
Contact information
Mailing address:
Christian Children's Home of Ohio
2685 Armstrong Rd
Wooster, OH 44691
Website: ccho.org
Phone: 330-345-7949
Email: [email protected]
Organization details
EIN: 341056506
CEO/President: Kevin Hewitt
Chairman: Steve Porter
Board size: 8
Founder:
Ruling year: 1970
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 2013
Purpose
Our purpose: To help more children and families experience their worth in Christ.
Mission statement
Our mission: To be a safe and stable environment where abused, neglected and traumatized children find healing, discover hope and experience unconditional love.
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Community Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 278 of 1104 | 36 of 122 |
| Fund acquisition rating | | 668 of 1105 | 62 of 122 |
| Resource allocation rating | | 268 of 1105 | 49 of 122 |
| Asset utilization rating | | 258 of 1104 | 27 of 122 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 8% | 11% | 27% | 26% | 29% | 5% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 3% | 3% | 4% | 4% | 4% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 92% | 25% | 13% | 14% | 15% | 90% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 3% | 4% | 4% | 4% | 4% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 8% | 75% | 87% | 86% | 85% | 10% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 82% | 85% | 96% | 84% | 84% | 78% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 89% | 92% | 90% | 98% | 96% |
Program output ratio Program output ratio = Program services / Total revenue | 75% | 75% | 88% | 75% | 82% | 75% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | 11% | 8% | 10% | 2% | 4% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | 20% | 17% | 21% | 4% | 10% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 12% | 1% | 12% | 12% | 17% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.84 | 1.43 | 1.40 | 1.31 | 1.83 | 1.96 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.76 | 1.68 | 1.73 | 1.88 | 3.15 | 2.40 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.77 | 2.39 | 2.42 | 2.47 | 5.77 | 4.71 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 13.67 | 7.27 | 5.77 | 4.91 | 1.79 | 3.92 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.14 | 0.17 | 0.20 | 0.56 | 0.25 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.08 | 4.32 | 4.10 | 3.87 | 0.92 | 1.90 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 10% | 8% | 26% | 31% | 21% | 15% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 16% | 20% | 4% | 4% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 101% | 64% | 53% | 53% | 43% | 43% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $4,315,650 | $4,229,999 | $3,340,528 | $863,299 | $709,821 |
| Receivables, inventories, prepaids | $1,101,738 | $977,446 | $916,451 | $844,431 | $1,290,391 |
| Short-term investments | $96,957 | $112,173 | $90,824 | $88,624 | $85,254 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $5,514,345 | $5,319,618 | $4,347,803 | $1,796,354 | $2,085,466 |
| Long-term investments | $5,236 | $5,234 | $5,103 | $5,103 | $5,040 |
| Fixed assets | $3,740,953 | $3,864,270 | $3,826,376 | $3,861,267 | $2,913,156 |
| Other long-term assets | $3,307 | $3,307 | $3,307 | $3,594 | $3,594 |
| Total long-term assets | $3,749,496 | $3,872,811 | $3,834,786 | $3,869,964 | $2,921,790 |
| Total assets | $9,263,841 | $9,192,429 | $8,182,589 | $5,666,318 | $5,007,256 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $758,989 | $922,653 | $885,569 | $1,005,886 | $531,413 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $758,989 | $922,653 | $885,569 | $1,005,886 | $531,413 |
| Debt | $0 | $1,452,241 | $1,623,639 | $198,757 | $210,051 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $0 | $1,452,241 | $1,623,639 | $198,757 | $210,051 |
| Total liabilities | $758,989 | $2,374,894 | $2,509,208 | $1,204,643 | $741,464 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $8,094,964 | $6,469,348 | $5,330,846 | $4,113,285 | $3,698,179 |
| With donor restrictions | $409,888 | $348,187 | $342,535 | $348,390 | $567,613 |
| Net assets | $8,504,852 | $6,817,535 | $5,673,381 | $4,461,675 | $4,265,792 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $3,715,277 | $1,794,592 | $1,716,530 | $1,559,905 | $9,194,576 |
| Program service revenue | $11,048,273 | $11,620,403 | $9,885,622 | $8,800,703 | $935,676 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $23,673 | $29,238 | $27,149 | $5,898 | $4,956 |
| Other revenue | $101,603 | $567,519 | $319,772 | $189,093 | $112,155 |
| Total other revenue | $11,173,549 | $12,217,160 | $10,232,543 | $8,995,694 | $1,052,787 |
| Total revenue | $14,888,826 | $14,011,752 | $11,949,073 | $10,555,599 | $10,247,363 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $11,195,138 | $12,292,762 | $9,018,485 | $8,661,110 | $7,704,245 |
| Management and general | $1,590,631 | $96,306 | $1,274,971 | $1,241,515 | $1,694,494 |
| Fundraising | $415,740 | $478,530 | $443,911 | $457,091 | $421,404 |
| Total expenses | $13,201,509 | $12,867,598 | $10,737,367 | $10,359,716 | $9,820,143 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $1,687,317 | $1,144,154 | $1,211,706 | $195,883 | $427,220 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $1,687,317 | $1,144,154 | $1,211,706 | $195,883 | $427,220 |
Compensation
| Name | Title | Compensation |
| Kevin Hewitt | President/CEO | $188,419 |
Compensation data as of: 6/30/2022
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 4/20/2023. To update the information below, please email: [email protected]
History
One young boy in need set in motion a ministry in Wooster, OH that has provided hope and healing to hundreds of children whose lives have been turned upside down by abuse, neglect and trauma of all kinds.
In March of 1969, a serene 175-acre farm in Wooster became known as the Christian Children's Home of Ohio (CCHO) when members of the independent Christian Churches/Churches of Christ movement learned of a local boy with no safe place to call home. Initially licensed as a foster/group home serving three to five children at one time, CCHO now has five cottages on its campus that are home to as many as 36 at-risk kids at once, children who need to know that they are loved, they are valued and they are finally safe.
The first residential cottage was built in 1975 to serve 10-12 teenagers in addition to the married couple who worked as live-in houseparents. That same year, the original office building was built, a space that has since been remodeled multiple times to meet the ever increasing and changing needs of the administrative staff. Cottage #2 was built seven years later, Cottage #3 opened in 1983, the Kids Cottage was built in 1991 and Cottage #4 opened in 2003.
In 1995, CCHO introduced Poplar Ridge Stables (now One Heart Stables), an equine therapy program that not only teaches the children the importance of responsibility and care for the horses, but also provides a number of physical and emotional benefits for riders who suffer from ADD/ADHD, autism, cerebral palsy, Down syndrome, sight and speech disorders, and a number of other health diagnoses.
CCHO became licensed as an adoption agency in 1997; in 2006, the organization received COA accreditation; and in 2009, Intensive Residential Treatment Program and Certified Trauma Therapy began.
With support from dozens of churches, community organizations and a host of caring individuals along with the hard work of more than 150 employees and oversight from our Board of Trustees, CCHO exists to help people experience their worth in Christ as a licensed Child Care Agency by the Ohio Department of Human Services. We are grateful and humbled by the work God has done through CCHO, and we can't wait to see what He does over the next 50 years!
Program accomplishments
2020 Donor Impact Report:
Children's Residential Center
- 72 children served
- 4548 therapy hours
- 10,544 CPST hours
- 28,942 day-treatment hours
Encompass Christian Counseling
- 1,858 clients served
- 23,796 therapy hours
- 5,559 CPST hours
Encourage Foster Care
- 90 children served in 58 foster homes
- 217 therapy hours
- 663 CPST hours
One Heart Stables Equine Therapy
- 99 clients served
- 1,280 therapy hours
Needs
In 2018, more than 16,000 boys and girls entered foster care in Ohio, an increase of 28% since 2013 (source: PCSAO). Nearly 65% of those children were removed from their home because of physical abuse, sexual abuse, neglect and/or alcohol/drug abuse by their guardians. Kids coming from these volatile situations need a safe place to process their trauma so they can find healing.