Lydia Home Association 
The information on this page was last updated 1/1/2023. If you see errors or omissions, please email: [email protected]
Summary
Lydia Home Association is a Christian, non-profit organization that has been serving children in Chicago since 1916. Our programs are meant to both serve youth in care and be a blessing to our local community.
Contact information
Mailing address:
Lydia Home Association
4300 West Irving Park Road
Chicago, IL 60641
Website: lydiahome.org
Phone: 773-355-5577
Email: [email protected]
Organization details
EIN: 361412810
CEO/President: Dr. David Anderson
Chairman: John Phillips
Board size: 12
Founder: Ladies Aid Society
Ruling year: 1942
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 2009
Purpose
LYDIA provides HOPE, HEALING, and HOME to children in foster care.
HOPE is a future. Lydia empowers kids exposed to trauma to believe in a brighter tomorrow.
HEALING is the restoration of God-given dignity. Lydia provides an integrated, holistic approach to help children recover from the emotional, physical and/or sexual abuse they've endured.
HOME is finding a child's forever family. For those who live at Lydia, home means a safe and nurturing environment for them to grow.
Mission statement
Our mission is to strengthen families to care for children and to care for children when families cannot. Our programs are meant to both serve youth in care and be a blessing to our local community.
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Adoption/Foster Care
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 393 of 1091 | 12 of 34 |
| Fund acquisition rating | | 699 of 1094 | 18 of 34 |
| Resource allocation rating | | 467 of 1094 | 13 of 34 |
| Asset utilization rating | | 226 of 1091 | 11 of 34 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 9% | 14% | 11% | 16% | 29% | 29% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 4% | 2% | 1% | 1% | 3% | 3% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 63% | 17% | 8% | 8% | 10% | 11% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 4% | 3% | 1% | 1% | 3% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 37% | 83% | 92% | 92% | 90% | 89% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 86% | 87% | 88% | 87% | 86% |
Spending ratio Spending ratio = Total expenses / Total revenue | 95% | 92% | 95% | 96% | 101% | 92% |
Program output ratio Program output ratio = Program services / Total revenue | 79% | 79% | 83% | 85% | 89% | 79% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 5% | 8% | 5% | 4% | -1% | 8% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 8% | 23% | 13% | 10% | -4% | 23% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 12% | 12% | 10% | 10% | 11% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.83 | 1.61 | 1.50 | 1.56 | 2.17 | 2.16 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.31 | 1.27 | 1.27 | 1.26 | 1.40 | 1.43 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.39 | 2.05 | 1.89 | 1.96 | 3.02 | 3.09 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 10.56 | 2.07 | 3.07 | 3.87 | 3.25 | 3.39 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.10 | 0.48 | 0.33 | 0.26 | 0.31 | 0.30 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.87 | 3.03 | 4.27 | 4.53 | 2.75 | 2.74 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 38% | 44% | 42% | 22% | 21% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 18% | 21% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 91% | 39% | 38% | 37% | 36% | 37% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $2,058,250 | $1,996,560 | $1,751,384 | $687,534 | $606,423 |
| Receivables, inventories, prepaids | $1,554,550 | $1,016,867 | $711,945 | $536,788 | $658,090 |
| Short-term investments | $696,899 | $725,859 | $716,647 | $695,154 | $656,790 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $4,309,699 | $3,739,286 | $3,179,976 | $1,919,476 | $1,921,303 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $1,175,233 | $997,498 | $828,606 | $760,488 | $823,621 |
| Other long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total long-term assets | $1,175,233 | $997,498 | $828,606 | $760,488 | $823,621 |
| Total assets | $5,484,932 | $4,736,784 | $4,008,582 | $2,679,964 | $2,744,924 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $1,327,854 | $978,106 | $698,619 | $591,233 | $567,063 |
| Other current liabilities | $755,190 | $239,190 | $123,906 | $0 | $0 |
| Total current liabilities | $2,083,044 | $1,217,296 | $822,525 | $591,233 | $567,063 |
| Debt | $0 | $851,065 | $855,120 | $3,930 | $3,742 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $0 | $851,065 | $855,120 | $3,930 | $3,742 |
| Total liabilities | $2,083,044 | $2,068,361 | $1,677,645 | $595,163 | $570,805 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $3,118,839 | $2,522,997 | $2,121,368 | $1,720,173 | $1,485,746 |
| With donor restrictions | $283,049 | $145,426 | $209,569 | $364,628 | $688,373 |
| Net assets | $3,401,888 | $2,668,423 | $2,330,937 | $2,084,801 | $2,174,119 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $1,636,145 | $600,809 | $546,777 | $586,084 | $706,436 |
| Program service revenue | $7,951,770 | $6,802,611 | $5,882,142 | $5,123,259 | $5,173,518 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $30,428 | $30,269 | $37,373 | $36,001 | $624,841 |
| Other revenue | $0 | $0 | $9,289 | ($21,381) | ($67,552) |
| Total other revenue | $7,982,198 | $6,832,880 | $5,928,804 | $5,137,879 | $5,730,807 |
| Total revenue | $9,618,343 | $7,433,689 | $6,475,581 | $5,723,963 | $6,437,243 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $7,576,025 | $6,143,431 | $5,508,534 | $5,074,632 | $5,086,694 |
| Management and general | $1,025,719 | $871,125 | $645,109 | $561,246 | $638,005 |
| Fundraising | $227,857 | $68,572 | $86,069 | $168,083 | $207,581 |
| Total expenses | $8,829,601 | $7,083,128 | $6,239,712 | $5,803,961 | $5,932,280 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $788,742 | $350,561 | $235,869 | ($79,998) | $504,963 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $788,742 | $350,561 | $235,869 | ($79,998) | $504,963 |
Compensation
| Name | Title | Compensation |
| David Anderson | Executive Director | $129,530 |
| Jeff Isola | Chief Financial Officer | $104,937 |
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 1/1/2023. To update the information below, please email: [email protected]
History
In 1913, the Ladies Aid Society of the Salem Evangelical Free Church of Chicago felt the need to carry out God's command of caring for the fatherless. They decided that each month they would mend and sew clothing for children who lived in orphanages. As they distributed the clothing the ladies became aware that these orphanages where filled to capacity. It was evident to them that God was calling them to go further than just mend and sew clothing - He wanted them to provide a home for children who had no one to care for them. The ladies responded to God's calling and in 1916, the charter for LYDIA Children's Home Society was formed.
In 1917, tragedy struck one of the ladies within the Ladies Aid Society. Dora Ogne was struck ill with Scarlet Fever and died, leaving her husband Andrew to care for seven children. Andrew knew of the Ladies Aid Society desire to start an orphanage, he went to them with an offer of giving his home to the society to start their orphanage if they would help care for his children. As a result, the vision for LYDIA Children's Home had become a reality with seven children.
The next 2 years - LYDIA Children's Home found it essential to purchase two more homes to provide for the many children that God continued to place in their care. In 1920, the property at 4300 West Irving Park Road was purchased as a larger, permanent home for LYDIA's children.
Today, over 100 years later, LYDIA remains committed to providing Hope, Healing and Home to children in the foster care community. The challenges we face are great, but we are grateful for the sacred privilege to serve with the aim of improving children's lives and providing opportunities for families to be restored.
LYDIA Home Association was named after a woman in the Bible recorded in the book of Acts. The woman, Lydia, was a faithful, God-fearing woman who opened her home to those who needed shelter. (Acts 16:14-15)
Program accomplishments
Our residential Treatment Program is consistently ranked as a Level 1 program, the highest possible rating granted by DCFS.