CrossPurpose 
The information on this page was last updated 2/20/2023. If you see errors or omissions, please email: [email protected]
Summary
CrossPurpose is a non-profit organization abolishing relational, economic, and spiritual poverty through career and community development.
Contact information
Mailing address:
CrossPurpose
3050 Richard Allen Ct
Denver, CO 80205
Website: crosspurpose.org
Phone: 720-724-9544
Email: [email protected]
Organization details
EIN: 463862392
CEO/President: Jason Janz
Chairman: Sawyer Gordon
Board size: 10
Founder:
Ruling year: 2014
Tax deductible: Yes
Fiscal year end:
Member of ECFA: Yes
Member of ECFA since: 2019
Purpose
In 2008, about a dozen people organized around a passion to live out their faith differently. They felt deeply burdened and convicted about doing a deep walk with the poor to engage areas of their faith they believed were dormant. As one of our founders said, "We started this to save our own souls."
That core group sought to answer to the question,
"What would it be like if we gave the best 30 years of our lives to one mission with one people in one place?"
So, they made an all-in commitment to the neighborhood of Northeast Denver to plant deep roots and model a ministry of longevity and lasting impact.
Mission statement
The mission of CrossPurpose is to abolish economic, spiritual, and relational poverty through career and community development.
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 | | 906 of 1106 | 90 of 122 |
| Fund acquisition rating | | 928 of 1107 | 92 of 122 |
| Resource allocation rating | | 814 of 1107 | 94 of 122 |
| Asset utilization rating | | 554 of 1106 | 59 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% | 10% | 13% | 9% | 5% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 10% | 10% | 12% | 8% | 5% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 92% | 88% | 98% | 93% | 96% | 100% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 12% | 14% | 14% | 10% | 12% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 8% | 12% | 2% | 7% | 4% | 0% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 82% | 74% | 72% | 74% | 80% | 70% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 79% | 75% | 88% | 82% | 42% |
Program output ratio Program output ratio = Program services / Total revenue | 75% | 58% | 55% | 65% | 66% | 29% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | 21% | 25% | 12% | 18% | 58% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | 27% | 30% | 13% | 26% | 91% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 14% | 14% | 12% | 10% | 17% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.84 | 0.86 | 0.72 | 0.76 | 0.92 | 0.49 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.76 | 1.42 | 1.47 | 1.93 | 2.26 | 2.64 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.77 | 1.23 | 1.05 | 1.47 | 2.08 | 1.30 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 13.67 | 14.47 | 16.42 | 6.28 | 1.84 | 2.52 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.07 | 0.06 | 0.16 | 0.54 | 0.40 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.08 | 9.10 | 10.69 | 6.85 | 2.64 | 5.59 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 10% | 16% | 22% | 15% | 25% | 25% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 11% | 13% | 0% | 0% | 10% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 101% | 97% | 109% | 111% | 82% | 153% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $3,612,110 | $3,580,979 | $2,224,179 | $2,094,244 | $1,124,517 |
| Receivables, inventories, prepaids | $1,698,709 | $478,869 | $131,220 | $46,967 | $223,798 |
| Short-term investments | $1,420,876 | $1,148,998 | $188,854 | $7,820 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $6,731,695 | $5,208,846 | $2,544,253 | $2,149,031 | $1,348,315 |
| Long-term investments | $235,640 | $225,979 | $180,447 | $187,055 | $0 |
| Fixed assets | $2,461,551 | $2,222,887 | $2,190,918 | $2,510,967 | $2,206,353 |
| Other long-term assets | $152,039 | $0 | $0 | $0 | $9,845 |
| Total long-term assets | $2,849,230 | $2,448,866 | $2,371,365 | $2,698,022 | $2,216,198 |
| Total assets | $9,580,925 | $7,657,712 | $4,915,618 | $4,847,053 | $3,564,513 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $465,178 | $317,275 | $211,470 | $968,290 | $534,024 |
| Other current liabilities | $0 | $0 | $193,392 | $200,000 | $0 |
| Total current liabilities | $465,178 | $317,275 | $404,862 | $1,168,290 | $534,024 |
| Debt | $1,026,000 | $1,026,000 | $0 | $0 | $350,000 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $38,706 | $342,840 | $342,141 | $35,161 | $0 |
| Total long-term liabilities | $1,064,706 | $1,368,840 | $342,141 | $35,161 | $350,000 |
| Total liabilities | $1,529,884 | $1,686,115 | $747,003 | $1,203,451 | $884,024 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $4,699,704 | $4,881,782 | $4,012,701 | $3,594,900 | $2,115,038 |
| With donor restrictions | $3,351,337 | $1,089,815 | $155,914 | $48,702 | $565,451 |
| Net assets | $8,051,041 | $5,971,597 | $4,168,615 | $3,643,602 | $2,680,489 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $9,249,464 | $7,189,403 | $3,992,765 | $5,196,768 | $4,185,357 |
| Program service revenue | $1,132,675 | $18,633 | $273,565 | $215,142 | $8,299 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $66,071 | $82,603 | $1,790 | $1,729 | $327 |
| Other revenue | $24,841 | $8,467 | $6,656 | $13,368 | $1,991 |
| Total other revenue | $1,223,587 | $109,703 | $282,011 | $230,239 | $10,617 |
| Total revenue | $10,473,051 | $7,299,106 | $4,274,776 | $5,427,007 | $4,195,974 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $6,100,828 | $3,980,436 | $2,766,725 | $3,557,320 | $1,229,288 |
| Management and general | $1,127,410 | $769,345 | $450,716 | $454,620 | $302,897 |
| Fundraising | $1,031,691 | $741,954 | $532,322 | $451,954 | $216,994 |
| Total expenses | $8,259,929 | $5,491,735 | $3,749,763 | $4,463,894 | $1,749,179 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $2,213,122 | $1,807,371 | $525,013 | $963,113 | $2,446,795 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $2,213,122 | $1,807,371 | $525,013 | $963,113 | $2,446,795 |
Compensation
| Name | Title | Compensation |
| Jason Janz | President & | $185,577 |
Compensation data as of: 12/31/2022
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 2/20/2023. To update the information below, please email: [email protected]
History
The journey began with the founding of Providence Bible Church, where one of the values was that all members be involved in the community, modeling the life of Jesus by loving our neighbors through self-sacrifice.
As a result, Providence started ministries to single moms, men and women leaving incarceration, refugees, and families in poverty. All of these aligned with a desire to go to the redemptive edge and walk alongside people society had left behind.
Several members of the founding team took jobs in local schools to serve and learn and love their neighbors. After several years of this work, it became obvious that despite helping thousands of people, there was a lack of transformational change.
The problem was not with our neighbors, it was with us.
We mistakenly thought that providing relief in the form of food, clothing, backpacks, computer labs, Christmas gifts, and turkey dinners was the solution. Truthfully, the system that created conditions which caused poverty to spread needed expensive love. We were convicted by the thought that the biblical idea of justice was helping the neighbor until the need was completely met.
THE NONPROFIT EMERGES
In 2012, we merged all of the ministries into a separate community development non-profit called Upstream Impact.
Instead of helping thousands, we focused on 19 families with the promise that if they put in the work, we would do all we could to not just help them in poverty, but to help them escape poverty for life.
We approached this challenge holistically because while poverty shows its effects financially, the solution is often relational and spiritual. This informed what is now the mission of CrossPurpose: "to abolish economic, relational, and spiritual poverty through career and community development."
To this end, we doubled down on building social capital with our families and lived by the maxim, "There is no significant change without a significant relationship." For the last ten years, our weekly family dinners have been the place where lifelong friendships have been formed between our families, volunteers, donors, and staff.
A FAITH-BASED APPROACH
In 2014, we started a faith-based non-profit that took the same model and incorporated faith elements into it. Over half of our neighbors come from a background of faith and is a vital part of how they view the world.
In 2016, we merged Upstream Impact and CrossPurpose into one organization and decided to be a faith-based organization, but to make faith development in the program optional with engagement opportunities provided outside of program hours. We believe this honors all people and creates an environment of radical inclusivity and respect.
CROSSPURPOSE TODAY
In 2017, we received a building to lease for $1/year. With an extensive remodel, this became our beautiful Northeast Denver headquarters designed with and for the community. We believe that space matters and we desire that when our neighbors come through the doors, we look like part of the solution, not part of the problem.
In 2020, we completed our first five-year plan and saw 1,000 men, women, and children escape poverty.
At the start of 2021, we launched our second five-year plan which includes scaling to four locations (Northeast Denver, Englewood, Arvada, and Aurora) serving a total of 800 families per year. By the end of 2025, our dream is to see a total of 5,000 Denver neighbors break out of poverty and achieve their dreams.
Since the founding days, God has blessed the ministry and we've seen radical transformation in our own lives. Our tagline is "Live Different Together." The work we do is hard and also deeply rewarding, and we're not going anywhere. Our sole focus is to build a legacy institution of excellence serving thousands of neighbors for decades to come.
Program accomplishments
Needs
Visit: https://www.crosspurpose.org/give/