Timothy Christian Schools 
The information on this page was last updated 1/25/2023. If you see errors or omissions, please email: [email protected]
Summary
Timothy Christian Schools is a fully accredited, Pre-12th grade Non-denominational, Biblically-rooted school. What we aspire to do - educate servant leaders - has not changed for over a hundred years. For generations, teachers, coaches, and staff have helped students identify and nurture their God-given gifts and talents. By God's grace, we will continue to educate servant leaders who glorify God for generations.
We see our students as individuals with God-given gifts and talents. From personalized and targeted instruction in the classroom - we combine challenging programs with a Christ-centered community. We want our students to live up to their full God-given potential.
Contact information
Mailing address:
Timothy Christian Schools
188 West Butterfield Rd
Elmhurst, IL 60126
Website: timothychristian.com
Phone: 630-833-4616
Email: [email protected]
Organization details
EIN: 361870590
CEO/President: Matt Davidson, Superintendent
Chairman: Ryan Brandsma
Board size: 18
Founder:
Ruling year: 1957
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 2020
Purpose
Vision: Timothy Christian Schools will develop life-long learners and servant leaders who fully live out their purpose in the world for Christ.
Mission statement
For the glory of God, Timothy Christian Schools exists to uphold biblical truth, ignite academic growth, and inspire courageous leadership one student at a time.
Statement of faith
Timothy Christian Schools upholds the basic tenants of the Christian faith as outlined in the Apostles Creed.
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: K-12 Schools/Academies
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 240 of 1074 | 18 of 48 |
| Fund acquisition rating | | 8 of 1075 | 5 of 48 |
| Resource allocation rating | | 408 of 1075 | 26 of 48 |
| Asset utilization rating | | 676 of 1074 | 35 of 48 |
Financial ratios
| Funding ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 12% | 3% | 14% | 6% | 9% | 3% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 3% | 1% | 3% | 2% | 2% | 2% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 15% | 46% | 19% | 36% | 27% | 61% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 3% | 2% | 2% | 3% | 3% | 4% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 85% | 54% | 81% | 64% | 73% | 39% |
| Operating ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Program expense ratio Program expense ratio = Program services / Total expenses | 82% | 84% | 86% | 85% | 82% | 83% |
Spending ratio Spending ratio = Total expenses / Total revenue | 95% | 67% | 137% | 77% | 87% | 49% |
Program output ratio Program output ratio = Program services / Total revenue | 75% | 56% | 118% | 65% | 71% | 41% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 5% | 33% | -37% | 23% | 13% | 51% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 5% | 22% | -20% | 13% | 7% | 52% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 14% | 12% | 13% | 15% | 13% |
| Investing ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.44 | 0.41 | 0.67 | 0.38 | 0.41 | 0.47 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 3.21 | 5.04 | 13.45 | 5.59 | 5.50 | 2.08 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.64 | 2.07 | 8.95 | 2.14 | 2.25 | 0.97 |
| Liquidity ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Current ratio Current ratio = Total current assets / Total current liabilities | 3.43 | 6.06 | 1.73 | 3.15 | 1.60 | 8.88 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.29 | 0.17 | 0.58 | 0.32 | 0.62 | 0.11 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 3.98 | 4.84 | 0.56 | 3.82 | 2.01 | 10.98 |
| Solvency ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 35% | 8% | 13% | 12% | 12% | 6% |
Debt ratio Debt ratio = Debt / Total assets | 16% | 4% | 8% | 6% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 136% | 224% | 131% | 229% | 215% | 201% |
Financials
| Balance sheet | |||||
| Assets | 2020 | 2019 | 2018 | 2017 | 2016 |
| Cash | $2,943,208 | $250,107 | $2,640,390 | $707,762 | $2,874,192 |
| Receivables, inventories, prepaids | $4,557,072 | $2,074,160 | $4,038,536 | $5,134,924 | $10,373,048 |
| Short-term investments | $0 | $0 | $7,026 | $6,360 | $6,020 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $7,500,280 | $2,324,267 | $6,685,952 | $5,849,046 | $13,253,260 |
| Long-term investments | $0 | $0 | $4,725,419 | $4,418,334 | $4,115,191 |
| Fixed assets | $30,286,982 | $28,940,600 | $25,938,962 | $21,877,465 | $10,260,274 |
| Other long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total long-term assets | $30,286,982 | $28,940,600 | $30,664,381 | $26,295,799 | $14,375,465 |
| Total assets | $37,787,262 | $31,264,867 | $37,350,333 | $32,144,845 | $27,628,725 |
| Liabilities | 2020 | 2019 | 2018 | 2017 | 2016 |
| Payables and accrued expenses | $1,071,884 | $1,159,562 | $1,891,286 | $3,389,326 | $1,135,332 |
| Other current liabilities | $166,085 | $185,674 | $231,898 | $262,071 | $356,525 |
| Total current liabilities | $1,237,969 | $1,345,236 | $2,123,184 | $3,651,397 | $1,491,857 |
| Debt | $1,656,354 | $2,644,625 | $2,315,007 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $97,280 | $28,321 | $80,023 | $194,544 | $262,339 |
| Total long-term liabilities | $1,753,634 | $2,672,946 | $2,395,030 | $194,544 | $262,339 |
| Total liabilities | $2,991,603 | $4,018,182 | $4,518,214 | $3,845,941 | $1,754,196 |
| Net assets | 2020 | 2019 | 2018 | 2017 | 2016 |
| Without donor restrictions | $26,928,355 | $25,226,058 | $28,854,046 | $23,387,983 | $13,167,717 |
| With donor restrictions | $7,867,304 | $2,020,627 | $3,978,073 | $4,910,921 | $12,706,812 |
| Net assets | $34,795,659 | $27,246,685 | $32,832,119 | $28,298,904 | $25,874,529 |
| Revenues and expenses | |||||
| Revenue | 2020 | 2019 | 2018 | 2017 | 2016 |
| Total contributions | $10,543,327 | $2,900,386 | $6,628,807 | $4,100,293 | $15,974,474 |
| Program service revenue | $12,099,217 | $11,677,216 | $11,355,608 | $10,372,864 | $9,919,460 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $2,922 | $80,481 | $36,319 | $118,903 | ($117,077) |
| Other revenue | $435,521 | $567,377 | $610,954 | $579,657 | $579,659 |
| Total other revenue | $12,537,660 | $12,325,074 | $12,002,881 | $11,071,424 | $10,382,042 |
| Total revenue | $23,080,987 | $15,225,460 | $18,631,688 | $15,171,717 | $26,356,516 |
| Expenses | 2020 | 2019 | 2018 | 2017 | 2016 |
| Program services | $13,029,058 | $17,905,918 | $12,105,277 | $10,813,018 | $10,728,996 |
| Management and general | $2,192,324 | $2,505,879 | $1,823,492 | $1,970,452 | $1,616,264 |
| Fundraising | $310,631 | $399,097 | $396,392 | $358,423 | $505,107 |
| Total expenses | $15,532,013 | $20,810,894 | $14,325,161 | $13,141,893 | $12,850,367 |
| Change in net assets | 2020 | 2019 | 2018 | 2017 | 2016 |
| Surplus (deficit) | $7,548,974 | ($5,585,434) | $4,306,527 | $2,029,824 | $13,506,149 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $7,548,974 | ($5,585,434) | $4,306,527 | $2,029,824 | $13,506,149 |
Compensation
| Name | Title | Compensation |
| Matt Davidson | Superintendent | $307,803 |
| Bradford Mitchell | HS Principal | $162,700 |
| Kevin Hackert | Director of IT | $161,078 |
| Tim Hoeksema | ES Principal | $145,780 |
| Bob Venhousen | Director of Advancement | $142,302 |
| Jack LeGrand | Athletic Director | $127,953 |
| Tyler VanderBrug | Director of Finance & Operations | $56,803 |
| Marla Stob | Director (part year) | $5,800 |
Compensation data as of: 6/30/2020
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 1/25/2023. To update the information below, please email: [email protected]
History
Per Wikipedia:
The school began as a vision of several members of Douglas Park Christian Reformed Church. In April 1907, a Society for Christian Instruction was formed to explore the possibility of founding a school in the neighborhood known as the "Groninger Hoek." After a year of growth, the society chose the name "Timothy" for their proposed school to honor the New Testament evangelist who had been raised in a Christian home and given spiritual instruction by the apostle Paul. By August 1911, the society had raised enough funds to open the school. They did so above several retail establishments on Roosevelt Road on Chicago's west side.
After a year in this building, the society purchased a lot on the corner of 13th street and Tripp Avenue, a few blocks away from the original premises. This lot was purchased for $1,500. The school would remain in this building for only fifteen years, but in 1916, they received full accreditation from the Chicago Board of Education. The school continued to add rooms to the basement in order to accommodate more students. Initially, the school only served elementary students. By 1918, students were able to continue their education at Chicago Christian High School in the Englewood neighborhood.
Much of the instruction of the students was undertaken in Dutch to help students maintain a link to their Dutch heritage. Very early, though, the school opened its doors to students of diverse nationalities and religious doctrines. By 1926, the school board made a resolution to maintain its minutes in English instead of Dutch. This also came at the same time that the school was paying off the last of its debt before the stock market crash of 1929 and before moving to a new location.