Open Door Mission 
The information on this page was last updated 11/30/2022. If you see errors or omissions, please email: [email protected]
Summary
Daily, Open Door Mission offers 917 safe shelter beds to those experiencing homelessness, serves over 4,747 meals to feed the hungry and empowers more than 1,000 people living in poverty to remain in their own homes through homeless prevention resources.
Contact information
Mailing address:
Open Door Mission
PO Box 8340
Omaha, NE 68108
Website: opendoormission.org
Phone: (402) 422-1111
Email: [email protected]
Organization details
EIN: 470411375
CEO/President: Candace Gregory
Chairman: Kelly Loneman and George Akers
Board size: 13
Founder: Garland Thompson
Ruling year: 1957
Tax deductible: Yes
Fiscal year end: 03/31
Member of ECFA: Yes
Member of ECFA since: 1995
Purpose
Open Door Mission is a Gospel Rescue Mission breaking the cycle of homelessness and poverty.
Mission statement
Open Door Mission is a Gospel Rescue Mission that meets the needs of individuals and families while inspiring HOPE for lasting change.
Statement of faith
Visit: https://www.opendoormission.org/wp-content/uploads/2022/08/OpenDoorMission_Statement-of-Faith.pdf
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Rescue Missions/Homeless Shelters
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 69 of 1031 | 7 of 145 |
| Fund acquisition rating | | 280 of 1032 | 25 of 145 |
| Resource allocation rating | | 118 of 1032 | 16 of 145 |
| Asset utilization rating | | 159 of 1031 | 23 of 145 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 10% | 6% | 6% | 6% | 5% | 6% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 8% | 6% | 6% | 6% | 5% | 6% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 93% | 97% | 96% | 97% | 97% | 97% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 10% | 7% | 7% | 6% | 5% | 6% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 7% | 3% | 4% | 3% | 3% | 3% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 80% | 89% | 88% | 90% | 91% | 90% |
Spending ratio Spending ratio = Total expenses / Total revenue | 85% | 85% | 80% | 96% | 101% | 99% |
Program output ratio Program output ratio = Program services / Total revenue | 68% | 76% | 70% | 86% | 92% | 89% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 15% | 15% | 20% | 4% | -1% | 1% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 13% | 22% | 32% | 10% | -2% | 2% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 9% | 4% | 4% | 4% | 4% | 4% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.55 | 1.21 | 1.20 | 1.99 | 2.44 | 2.32 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.73 | 1.76 | 2.18 | 3.97 | 5.50 | 5.17 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.57 | 2.14 | 2.61 | 7.88 | 13.41 | 11.98 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 14.37 | 36.48 | 22.10 | 5.25 | 3.75 | 3.35 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.03 | 0.05 | 0.19 | 0.27 | 0.30 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.70 | 5.46 | 4.40 | 1.23 | 0.66 | 0.70 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 7% | 4% | 5% | 10% | 11% | 11% |
Debt ratio Debt ratio = Debt / Total assets | 1% | 2% | 2% | 5% | 5% | 5% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 153% | 79% | 80% | 45% | 37% | 38% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $7,685,944 | $7,472,287 | $2,347,121 | $1,580,560 | $963,439 |
| Receivables, inventories, prepaids | $1,093,536 | $1,192,208 | $541,810 | $674,655 | $1,511,797 |
| Short-term investments | $4,876,765 | $30,243 | $544,000 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $13,656,245 | $8,694,738 | $3,432,931 | $2,255,215 | $2,475,236 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $6,334,984 | $6,396,672 | $6,447,169 | $6,504,825 | $6,756,668 |
| Other long-term assets | $4,045,360 | $3,849,394 | $3,737,877 | $3,637,064 | $3,566,035 |
| Total long-term assets | $10,380,344 | $10,246,066 | $10,185,046 | $10,141,889 | $10,322,703 |
| Total assets | $24,036,589 | $18,940,804 | $13,617,977 | $12,397,104 | $12,797,939 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $374,393 | $357,731 | $582,241 | $495,023 | $601,307 |
| Other current liabilities | $0 | $35,740 | $71,922 | $106,687 | $137,743 |
| Total current liabilities | $374,393 | $393,471 | $654,163 | $601,710 | $739,050 |
| Debt | $450,000 | $450,000 | $632,621 | $643,778 | $659,001 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $44,131 | $38,676 | $41,998 | $59,567 | $67,066 |
| Total long-term liabilities | $494,131 | $488,676 | $674,619 | $703,345 | $726,067 |
| Total liabilities | $868,524 | $882,147 | $1,328,782 | $1,305,055 | $1,465,117 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $22,876,215 | $17,945,317 | $12,217,809 | $11,011,038 | $11,250,875 |
| With donor restrictions | $291,850 | $113,340 | $71,386 | $81,011 | $81,947 |
| Net assets | $23,168,065 | $18,058,657 | $12,289,195 | $11,092,049 | $11,332,822 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $33,011,573 | $27,419,168 | $27,278,221 | $29,197,169 | $29,089,274 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $562,694 | $439,176 | $350,804 | $315,386 | $355,888 |
| Other revenue | $614,987 | $574,583 | $616,012 | $481,242 | $444,482 |
| Total other revenue | $1,177,681 | $1,013,759 | $966,816 | $796,628 | $800,370 |
| Total revenue | $34,189,254 | $28,432,927 | $28,245,037 | $29,993,797 | $29,889,644 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $26,107,689 | $19,952,690 | $24,401,849 | $27,554,660 | $26,711,435 |
| Management and general | $1,094,202 | $1,015,604 | $1,016,413 | $1,079,977 | $1,262,740 |
| Fundraising | $1,992,626 | $1,685,839 | $1,639,449 | $1,599,932 | $1,677,494 |
| Total expenses | $29,194,517 | $22,654,133 | $27,057,711 | $30,234,569 | $29,651,669 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $4,994,737 | $5,778,794 | $1,187,326 | ($240,772) | $237,975 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $4,994,737 | $5,778,794 | $1,187,326 | ($240,772) | $237,975 |
Compensation
| Name | Title | Compensation |
| Candace Gregory | President & CEO | $297,702 |
| Michael Johnson | CFO | $193,116 |
Compensation data as of: 3/31/2021
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 11/30/2022. To update the information below, please email: [email protected]
History
In 1954, thousands of men swarmed the city of Omaha searching for work on the city's 10 railroads. They congregated in bars and slept in flophouses. Garland Thompson, a student at the Omaha Bible Institute, wanted to reach out to these men with Christ's love and compassion. Fueled by faith, guided by his vision for an evangelical mission, and assisted by Pastor Jerry Dunn and a group of Christian businessmen, Thompson unveiled Open Door Mission in the Ballenger Building at 13th and Douglas Streets on November 1, 1954. When the owner of the building at 13th and Douglas Streets decided to sell it in 1955, Thompson and Pastor Dunn prayed that God would give them another space. A building at 13th and Howard was perfect, but the owners did not want to rent it for a mission. God intervened, and the Open Door Mission moved to 422 South 13th Street. This building was 20 times larger than Open Door Mission's original building and perfect for its needs. Eventually we purchased this building. Over the next 30 years, Open Door Mission continued to offer food, shelter and rehabilitation programs to homeless men and those with alcohol addictions. It also provided medical and dental care, and a Bible-based discipleship program helped changed lives. Open Door Mission continued to receive support from the community, including citizens like Bob Cornett, the leading bondsman of Omaha and Douglas County, and the Eppley Foundation. As Open Door Mission expanded, it experienced severe growing pains and serious setbacks in leadership. When Thompson and Dunn left their leadership positions in 1971, the successors tried to create a new secular entity. Evangelical programs were dropped and Open Door Mission's funds began to decline. Nevertheless, the ministry was preserved during this time. In 1986, Open Door Mission moved again. The City of Omaha recognized the value of our service to the community; yet in 1983, the city began implementing the Urban Renewal Plan and decided to relocate the Mission from the downtown area. We negotiated to sell our building for $1 million and the remaining money was deposited in an account to pay the bills during lean times. Open Door Mission's income dropped from $200,000 a year to $100,000 during this period. With the move to east Omaha, Open Door Mission was less visible to people in the community, and this cost us a great deal of support.
Rev. Robert O. Timberlake came on as executive director in spring 1987 and began to change that. At the time, we had three staff members - Pastor Bob and two women. There was no food pantry, no clothing program, no rehabilitation program. Pastor Bob worked untiringly to remedy this situation, and Open Door Mission's current programs - including Lydia House and family outreach - were initiated and developed under his leadership. In the 1990s, homeless families began seeking shelter at missions across the United States. In response to the need for family shelter and rehabilitation, we expanded our services to include families, and developed the New Life Recovery Program of Christian Rehabilitation. The program graduated 12 families at the beginning of 2000. Also in 2000, Open Door Mission began seeking partner organizations to provide therapeutic and educational services for Omaha's homeless. On October 1, 2001, Open Door Mission opened the Emergency Temporary Housing wing. Reconstruction of the former office area provided immediate shelter for nine homeless families. Open Door Mission's Rebuilding Lives Campaign was wrapped up with the completion of four new buildings-Lydia House (2010), Permanent Supportive Housing Complex (2011), Garland Thompson Men's Center (2012) and Rebuilding Lives Center (2012). This historic $32 million campaign was the most massive expansion in Open Door Mission's history!
For a timeline, visit: opendoormission.org/about-us/our-history/