Missouri Baptist Children's Home 
The information on this page was last updated 7/3/2026. If you see errors or omissions, please email: [email protected]
Summary
Since 1886, Missouri Baptist Children's Home has been serving God by responding to the needs of children, youth, and families to make a lasting difference in their lives.
Contact information
Mailing address:
Missouri Baptist Children's Home
11300 St. Charles Rock Road
Bridgeton, MO 63044
Website: mbch.org
Phone: 314-739-6811
Email: [email protected]
Organization details
EIN: 430697046
CEO/President: Andy Helton
Chairman: Chuck Easter
Board size: 34
Founder: Mrs. Joseph B. Thompson
Ruling year: 2006
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
Connecting Children, Youth, and Families to HOPE, HEALING, and RESTORATION
Mission statement
Missouri Baptist Children's Home is committed to serving God by responding to the needs of children, youth and families to make a lasting difference in their lives.
Statement of faith
The MBCH Board of Trustees has adopted the Baptist Faith and Message 2000 as the corporate statement of faith for the MBCH family of corporations.
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
Transparency grade
D
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Adoption/Foster Care
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 1358 of 1412 | 54 of 57 |
| Fund acquisition rating | | 1134 of 1412 | 42 of 57 |
| Resource allocation rating | | 1076 of 1412 | 48 of 57 |
| Asset utilization rating | | 1403 of 1413 | 56 of 57 |
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 10% | 15% | 16% | 14% | 15% | 15% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 10% | 11% | 9% | 11% | 11% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 68% | 68% | 69% | 65% | 71% | 74% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 12% | 14% | 12% | 13% | 13% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 32% | 32% | 31% | 35% | 29% | 26% |
| Operating ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Program expense ratio Program expense ratio = Program services / Total expenses | 80% | 70% | 73% | 80% | 80% | 80% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 81% | 78% | 78% | 83% | 86% |
Program output ratio Program output ratio = Program services / Total revenue | 75% | 57% | 57% | 62% | 66% | 69% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | 19% | 22% | 22% | 17% | 14% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 3% | 4% | 4% | 3% | 2% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 12% | 17% | 13% | 8% | 8% | 7% |
| Investing ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.75 | 0.14 | 0.15 | 0.15 | 0.15 | 0.15 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.71 | 18.94 | 16.78 | 18.35 | 14.05 | 19.00 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.53 | 2.67 | 2.55 | 2.80 | 2.10 | 2.79 |
| Liquidity ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Current ratio Current ratio = Total current assets / Total current liabilities | 11.22 | 10.41 | 8.46 | 5.45 | 6.24 | 4.31 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.09 | 0.10 | 0.12 | 0.18 | 0.16 | 0.23 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.91 | 4.06 | 4.15 | 3.50 | 4.81 | 3.30 |
| Solvency ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 1% | 1% | 1% | 1% | 1% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 112% | 706% | 649% | 649% | 661% | 672% |
Financials
| Balance sheet | |||||
| Assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Cash | $1,546,420 | $1,654,608 | $1,357,546 | $1,847,584 | $1,168,479 |
| Receivables, inventories, prepaids | $151,261 | $173,556 | $189,541 | $202,721 | $228,773 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $1,697,681 | $1,828,164 | $1,547,087 | $2,050,305 | $1,397,252 |
| Long-term investments | $9,379,850 | $8,641,437 | $7,562,399 | $6,288,898 | $5,797,600 |
| Fixed assets | $734,447 | $351,824 | $138,852 | $262,692 | $317,396 |
| Other long-term assets | $20,344,914 | $19,853,020 | $19,147,947 | $20,197,415 | $19,033,375 |
| Total long-term assets | $30,459,211 | $28,846,281 | $26,849,198 | $26,749,005 | $25,148,371 |
| Total assets | $32,156,892 | $30,674,445 | $28,396,285 | $28,799,310 | $26,545,623 |
| Liabilities | 2024 | 2023 | 2022 | 2021 | 2020 |
| Payables and accrued expenses | $163,139 | $216,014 | $284,088 | $328,379 | $324,422 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $163,139 | $216,014 | $284,088 | $328,379 | $324,422 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $25,591 | $192,755 | $6,563 | $57,403 | $4,831 |
| Total long-term liabilities | $25,591 | $192,755 | $6,563 | $57,403 | $4,831 |
| Total liabilities | $188,730 | $408,769 | $290,651 | $385,782 | $329,253 |
| Net assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Without donor restrictions | $11,583,603 | $10,321,511 | $8,799,621 | $8,049,407 | $7,204,647 |
| With donor restrictions | $20,384,559 | $19,944,165 | $19,306,013 | $20,364,121 | $19,011,723 |
| Net assets | $31,968,162 | $30,265,676 | $28,105,634 | $28,413,528 | $26,216,370 |
| Revenues and expenses | |||||
| Revenue | 2024 | 2023 | 2022 | 2021 | 2020 |
| Total contributions | $3,759,850 | $4,110,194 | $3,645,690 | $3,675,913 | $3,330,001 |
| Program service revenue | $210,204 | $142,802 | $391,433 | $476,905 | $191,536 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $1,284,848 | $1,250,080 | $1,211,895 | $980,603 | $968,285 |
| Other revenue | $309,024 | $449,042 | $332,503 | $30,359 | $37,052 |
| Total other revenue | $1,804,076 | $1,841,924 | $1,935,831 | $1,487,867 | $1,196,873 |
| Total revenue | $5,563,926 | $5,952,118 | $5,581,521 | $5,163,780 | $4,526,874 |
| Expenses | 2024 | 2023 | 2022 | 2021 | 2020 |
| Program services | $3,192,992 | $3,406,595 | $3,465,132 | $3,420,760 | $3,141,781 |
| Management and general | $790,501 | $614,257 | $343,734 | $333,448 | $260,039 |
| Fundraising | $547,033 | $644,371 | $518,575 | $544,530 | $501,287 |
| Total expenses | $4,530,526 | $4,665,223 | $4,327,441 | $4,298,738 | $3,903,107 |
| Change in net assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Surplus (deficit) | $1,033,400 | $1,286,895 | $1,254,080 | $865,042 | $623,767 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $1,033,400 | $1,286,895 | $1,254,080 | $865,042 | $623,767 |
Compensation
| Name | Title | Compensation |
| Russell Martin | President (outgoing) | $149,679 |
| Andy Helton | Executive Vice President/ | $132,211 |
| Juston Gates | President | $78,477 |
Compensation data as of: 12/31/2024
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 7/3/2026. To update the information below, please email: [email protected]
History
In 1882 Mrs. Joseph B. Thompson dreamed of beginning a St. Louis home for orphaned children. Together with Mrs. William Page, they embarked on a four-year journey to see the dream realized. Little did they then know the impact they would have on the lives of children, youth and families for years to come.
After years of struggle with finances, leadership roles and overall interest in the project, the Baptist Orphan's Home opened its doors to five orphans on April 1, 1886 at 2651 Morgan Street in St. Louis. The Home housed orphan children as well as the children of unwed mothers, abandoned children and children whose families could not provide for them.
The Home continued to grow and in 1906 the Board of Managers moved the agency to a new location in the "country" - the present day Lowe-Frillman Campus in Bridgeton.
In 1937 men were first elected to serve on the Board of Managers. Shortly thereafter, the first copy of the Home's newsletter, The Messenger, was printed, and it was obvious that times were changing. The agency was renamed Missouri Baptist Children's Home in 1938.
For its first 59 years, the Home was primarily governed by the Board of Managers. But in the winter of 1945, Edgar E. Blake was selected to be the Superintendent. Dr. Blake would serve in this capacity for the next 30 years and led the agency to make many changes. During his tenure the Board of Managers began to relinquish some of their authority to paid administrators.
Dr. Blake retired from the Home in December, 1974. Following his term, the Home suffered several years of turmoil and rapid staff turnover. During the summer of 1980, Raymond R. "Bob" Kenison, a Development Officer, was elected to serve as the Interim Administrator. In October of that year, The Board appointed Bob Kenison as the permanent Administrator. Kenison served as the administrative head of Missouri Baptist Children's Home until his retirement in 2014.
Under Dr. Kenison's leadership, MBCH grew and developed services to meet the changing societal needs. New programs were created and the Home grew from the single campus in suburban St. Louis County to locations across the State of Missouri. In addition to the Lowe-Frillman Campus in Bridgeton, MBCH now provides services at the Byrne Campus in Peculiar (a Kansas City suburb) and the Hutchens Campus in Mt. Vernon. Regional Offices have been developed in Springfield, Joplin, Kansas City and Jefferson City.
During Dr. Kenison's tenure, the corporate structure of the agency was expanded to include Missouri Baptist Children' Home, MBCH Children and Family Ministries, MBCH Foundation, MBCH Properties, the MBCH Professional Development Institute and The LIGHT House.
In 2014, Russell Martin was elected as the current President of Missouri Baptist Children's Home. Mr. Martin had served in various capacities at MBCH since 1977 and was one of the driving forces behind the expansion of the Home. Immediately prior to being selected as President, Mr. Martin had served as the Executive Vice President of Missouri Baptist Children's Home and the President of MBCH Children and Family Ministries.
Mr. Martin has led MBCH to solidify its historic connection to the Missouri Baptist Convention. He has also initiated a program tentatively called "Church Engagement" to partner with local Baptist churches to minister to the children, youth and families in their communities. The ultimate goal of "Church Engagement" is to help the local church be the primary community resource that at-risk families turn to for help and support.