City Mission of Findlay 
The information on this page was last updated 4/18/2023. If you see errors or omissions, please email: [email protected]
Summary
The City Mission has helped men, women, children and families move from crisis to stability. We are the only emergency shelter in Hancock County and are funded entirely through individuals, churches and businesses in our community.
Contact information
Mailing address:
City Mission of Findlay
510 West Main Cross
Findlay, OH 45840
Website: findlaymission.org
Phone: 419-423-9151
Email: [email protected]
Organization details
EIN: 510137853
CEO/President: Kathryn Bausman
Chairman: Chuck Bishop
Board size: 11
Founder: Mary P. Carman
Ruling year: 1975
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2021
Purpose
As a viable and effective emergency shelter and life recovery program the City Mission of Findlay seeks to end homelessness and hunger by providing food, shelter, discipleship, and access to essential services to men, women, and children.
We are a Christian organization, whose purpose is to live out the Gospel of Jesus Christ through our actions towards others, specifically those in need.
Mission statement
To provide emergency help to the homeless and hungry through collaborative efforts to meet physical, spiritual, vocational, and mental health needs. To offer the compassion, time, and tools to help those we serve make life changing choices.
Statement of faith
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 | | 991 of 1118 | 126 of 141 |
| Fund acquisition rating | | 751 of 1119 | 96 of 141 |
| Resource allocation rating | | 1071 of 1119 | 134 of 141 |
| Asset utilization rating | | 753 of 1118 | 104 of 141 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 12% | 15% | 6% | 10% | 10% | 13% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 10% | 15% | 6% | 9% | 10% | 13% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 93% | 101% | 99% | 89% | 98% | 99% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 11% | 14% | 7% | 11% | 10% | 13% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 7% | -1% | 1% | 11% | 2% | 1% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 78% | 65% | 77% | 83% | 83% | 76% |
Spending ratio Spending ratio = Total expenses / Total revenue | 93% | 107% | 92% | 80% | 104% | 103% |
Program output ratio Program output ratio = Program services / Total revenue | 73% | 69% | 71% | 67% | 86% | 78% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 7% | -7% | 8% | 20% | -4% | -3% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 5% | -4% | 5% | 16% | -2% | -1% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 9% | 22% | 16% | 6% | 8% | 11% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.53 | 0.48 | 0.52 | 0.52 | 0.45 | 0.29 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.85 | 5.47 | 5.17 | 6.09 | 13.54 | 13.57 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.74 | 2.65 | 2.66 | 3.14 | 6.05 | 3.96 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 11.95 | 21.57 | 49.23 | 37.57 | 19.49 | 173.12 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.08 | 0.05 | 0.02 | 0.03 | 0.05 | 0.01 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.06 | 4.32 | 4.41 | 3.71 | 1.88 | 3.01 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 9% | 18% | 19% | 20% | 26% | 26% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 18% | 18% | 20% | 25% | 26% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 154% | 168% | 158% | 154% | 166% | 253% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $559,144 | $634,212 | $515,192 | $203,616 | $203,390 |
| Receivables, inventories, prepaids | $43,872 | $29,052 | $30,141 | $17,232 | $20,971 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $603,016 | $663,264 | $545,333 | $220,848 | $224,361 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $2,617,437 | $2,668,376 | $2,686,241 | $2,689,386 | $2,774,488 |
| Other long-term assets | $78,342 | $98,090 | $89,873 | $81,034 | $45,912 |
| Total long-term assets | $2,695,779 | $2,766,466 | $2,776,114 | $2,770,420 | $2,820,400 |
| Total assets | $3,298,795 | $3,429,730 | $3,321,447 | $2,991,268 | $3,044,761 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $27,954 | $13,474 | $14,516 | $11,334 | $1,296 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $27,954 | $13,474 | $14,516 | $11,334 | $1,296 |
| Debt | $582,084 | $622,854 | $664,214 | $760,461 | $800,483 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $582,084 | $622,854 | $664,214 | $760,461 | $800,483 |
| Total liabilities | $610,038 | $636,328 | $678,730 | $771,795 | $801,779 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $2,610,415 | $2,694,290 | $2,550,775 | $2,109,189 | $2,196,320 |
| With donor restrictions | $78,342 | $99,112 | $91,942 | $110,284 | $46,662 |
| Net assets | $2,688,757 | $2,793,402 | $2,642,717 | $2,219,473 | $2,242,982 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $1,504,493 | $1,906,180 | $1,892,983 | $1,264,478 | $851,573 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | ($10,764) | $11,556 | $10,174 | $12,835 | $130 |
| Other revenue | $0 | $50 | $234,961 | $7,627 | $7,796 |
| Total other revenue | ($10,764) | $11,606 | $245,135 | $20,462 | $7,926 |
| Total revenue | $1,493,729 | $1,917,786 | $2,138,118 | $1,284,940 | $859,499 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $1,032,295 | $1,353,439 | $1,423,472 | $1,105,309 | $674,318 |
| Management and general | $346,611 | $290,394 | $106,155 | $102,348 | $101,108 |
| Fundraising | $219,468 | $123,268 | $185,247 | $127,496 | $112,786 |
| Total expenses | $1,598,374 | $1,767,101 | $1,714,874 | $1,335,153 | $888,212 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | ($104,645) | $150,685 | $423,244 | ($50,213) | ($28,713) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($104,645) | $150,685 | $423,244 | ($50,213) | ($28,713) |
Compensation
| Name | Title | Compensation |
| Kathryn Bausman | Executive Di | $89,855 |
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 4/18/2023. To update the information below, please email: [email protected]
History
The City Mission Rescue Home was established in 1934 by Mary P. Carman, who directed the Mission for 39 years. Her purpose in founding the Mission was to offer temporary lodging, food, clothing, and shoes to all who were in need. Following Mary's retirement in 1973, Rev. Robert Riker tried to re-establish the work but was not successful.
In December of 1974, the Rev. Mabel Lee reopened the Mission and served as Director for eight years. Mabel Lee is credited with starting the first domestic violence shelter in Findlay as a part of the Mission's outreach. She was also a part of the task force which established Findlay's domestic violence shelter, Open Arms.
Since 1982 five different couples have served as Directors. The Mission has always had at least one ordained minister on staff. The City Mission has been housed at several locations over the years. The first Mission building, Mary Carman's home at 200 West Hardin, is no longer in existence, but other locations remain.
The second location at 608 Putnam Street served the Mission from the early 50's until 1975, when Church Women United sponsored a door-to-door fundraising campaign to purchase a larger property at 228 North Main Street. The North Main Street property was chosen because it had a sanctuary for worship services. It was a large, two building facility which could accommodate many more residents, but having two separate buildings created problems.
The present City Mission was acquired in 1979 because a single building facility made it easier to monitor the security of the quarters and the residents at night. In order to gain security, it was necessary to sacrifice size. In 1998 a new addition was added to the City Mission which gave the Mission much needed room for dorms, a kitchen, and a dining room.
Since 1998, the City Mission has seen an increase in men, women, and families seeking both emergency shelter and longer term stays in order to establish employment and find permanent housing. The City Mission now provides three meals a day to Residents who are utilizing our Day Center, established in 2010, to seek employment and housing. The Mission also continues to serve the needy of the community though evening meals, seven days a week, and twice weekly food box handouts. Due to the growing need in space, services, and resources, the City Mission launched its Capital Campaign in 2011 to raise much needed funding for expansion.
Program accomplishments
In 2022, The City Mission provided:
31,591 nights of lodging
130,000 meals