ChildFund / Christian Children's Fund 
The information on this page was last updated 3/14/2023. If you see errors or omissions, please email: [email protected]
Summary
Worldwide, 570 million children live in extreme poverty, vulnerable to many factors that threaten their well-being. Children need protection, support and care at each stage of childhood to stay safe, healthy, learning and on track to achieve their potential. ChildFund works with local partner organizations, governments, corporations and individuals to help create the safe environments children need to thrive.
Contact information
Mailing address:
ChildFund
PO Box 1911
Merrifield, VA 22116-1911
Website: www.childfund.org
Phone: (800) 776-6767
Email: [email protected]
Organization details
EIN: 540536100
CEO/President: Isam Ghanim
Chairman: Lyn McDermid
Board size: 18
Founder: Dr. J. Calvitt Clarke
Ruling year: 1951
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
Our Vision: A world where every child realizes their rights and achieves their potential.
Mission statement
Our Mission:
HELP deprived, excluded and vulnerable children have the capacity to improve their lives and the opportunity to become young adults, parents and leaders who bring lasting and positive change in their communities.
PROMOTE societies whose individuals and institutions participate in valuing, protecting and advancing the worth and rights of children.
ENRICH supporters' lives through their support of our cause.
Statement of faith
ChildFund does not have a statement of faith. "Non-sectarian" is the phrase ChildFund uses to describe their religious standing.
Donor confidence score
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Relief and Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 1021 of 1092 | 79 of 86 |
| Fund acquisition rating | | 1049 of 1095 | 80 of 86 |
| Resource allocation rating | | 1010 of 1095 | 80 of 86 |
| Asset utilization rating | | 616 of 1092 | 49 of 86 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 5% | 18% | 13% | 11% | 15% | 12% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 17% | 13% | 11% | 14% | 12% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 99% | 97% | 97% | 98% | 97% | 97% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 18% | 13% | 12% | 14% | 12% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 1% | 3% | 3% | 2% | 3% | 3% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 86% | 73% | 77% | 77% | 75% | 79% |
Spending ratio Spending ratio = Total expenses / Total revenue | 93% | 97% | 94% | 93% | 98% | 101% |
Program output ratio Program output ratio = Program services / Total revenue | 79% | 71% | 72% | 71% | 74% | 80% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 7% | 3% | 6% | 7% | 2% | -1% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 16% | 4% | 9% | 13% | 4% | -1% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 6% | 10% | 10% | 11% | 10% | 9% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.34 | 1.25 | 1.16 | 1.27 | 1.50 | 1.60 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.23 | 1.41 | 1.45 | 1.45 | 1.59 | 1.64 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.88 | 1.76 | 1.68 | 1.84 | 2.39 | 2.63 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 18.60 | 7.44 | 9.36 | 8.62 | 5.03 | 4.74 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.05 | 0.13 | 0.11 | 0.12 | 0.20 | 0.21 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.82 | 5.91 | 6.40 | 5.78 | 4.02 | 3.60 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 7% | 12% | 11% | 19% | 22% | 22% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 1% | 2% | 6% | 6% | 7% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 60% | 71% | 77% | 64% | 52% | 48% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $36,283,224 | $33,887,727 | $26,602,567 | $14,902,914 | $16,901,120 |
| Receivables, inventories, prepaids | $17,079,772 | $14,963,939 | $17,351,563 | $11,654,510 | $9,482,831 |
| Short-term investments | $57,056,046 | $65,008,014 | $55,726,864 | $53,670,796 | $51,179,836 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $110,419,042 | $113,859,680 | $99,680,994 | $80,228,220 | $77,563,787 |
| Long-term investments | $6,071,410 | $10,536,174 | $5,793,711 | $6,929,383 | $8,358,203 |
| Fixed assets | $29,318,171 | $28,698,467 | $29,231,200 | $30,952,492 | $31,652,973 |
| Other long-term assets | $9,530,380 | $11,904,488 | $9,685,367 | $9,627,622 | $9,535,522 |
| Total long-term assets | $44,919,961 | $51,139,129 | $44,710,278 | $47,509,497 | $49,546,698 |
| Total assets | $155,339,003 | $164,998,809 | $144,391,272 | $127,737,717 | $127,110,485 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $14,848,303 | $12,166,833 | $11,563,592 | $15,957,868 | $16,357,048 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $14,848,303 | $12,166,833 | $11,563,592 | $15,957,868 | $16,357,048 |
| Debt | $1,895,833 | $3,520,834 | $8,379,433 | $7,225,233 | $8,395,834 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $1,471,404 | $2,229,094 | $7,935,936 | $5,060,487 | $3,822,963 |
| Total long-term liabilities | $3,367,237 | $5,749,928 | $16,315,369 | $12,285,720 | $12,218,797 |
| Total liabilities | $18,215,540 | $17,916,761 | $27,878,961 | $28,243,588 | $28,575,845 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $72,188,574 | $76,024,931 | $46,126,343 | $44,439,275 | $45,355,993 |
| With donor restrictions | $64,934,889 | $71,057,117 | $70,385,968 | $55,054,854 | $53,178,647 |
| Net assets | $137,123,463 | $147,082,048 | $116,512,311 | $99,494,129 | $98,534,640 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $193,788,532 | $197,089,235 | $194,219,915 | $189,673,191 | $196,735,361 |
| Program service revenue | $774,230 | $807,854 | $810,068 | $875,792 | $944,493 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $7,374,728 | $4,911,322 | $2,222,463 | $4,591,685 | $4,384,943 |
| Other revenue | ($2,375,347) | $469,558 | $343,530 | $878,315 | $572,594 |
| Total other revenue | $5,773,611 | $6,188,734 | $3,376,061 | $6,345,792 | $5,902,030 |
| Total revenue | $199,562,143 | $203,277,969 | $197,595,976 | $196,018,983 | $202,637,391 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $140,874,882 | $146,066,852 | $141,075,384 | $144,417,671 | $161,147,013 |
| Management and general | $18,773,306 | $18,949,107 | $20,190,026 | $19,991,944 | $18,886,715 |
| Fundraising | $34,533,000 | $25,731,049 | $21,760,671 | $27,661,312 | $23,803,614 |
| Total expenses | $194,181,188 | $190,747,008 | $183,026,081 | $192,070,927 | $203,837,342 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $5,380,955 | $12,530,961 | $14,569,895 | $3,948,056 | ($1,199,951) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $5,380,955 | $12,530,961 | $14,569,895 | $3,948,056 | ($1,199,951) |
Compensation
| Name | Title | Compensation |
| Anne Goddard | CEO | $459,302 |
| James Tuite | Cfao | $306,370 |
| Adam Hicks | Chief Dev & Mktg Off. | $279,305 |
| Naomi Rutenberg | VP Programs & Pships | $266,550 |
| Paul Bode | VP GLOBAL OPERATIONs | $261,058 |
| Scott Sherman | VP Global HR | $260,923 |
| Jeremy Willet | Sponsor Ambassador | $260,079 |
Compensation data as of: 6/30/2022
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 3/14/2023. To update the information below, please email: [email protected]
History
Helping children in poverty has always been at our heart, although how we do it has changed over time. What's been consistent is our desire to ever improve how we make an impact - we've fostered a spirit of innovation from the beginning, first as China's Children Fund, then as Christian Children's Fund and now as ChildFund International.
We're still growing and learning, but now we're doing it under a name that fully reflects the way we've always welcomed children and supporters of all nationalities and faiths to change the world through our programs. Here's how.
Innovation #1: The sponsorship model
Our founder, Dr. J. Calvitt Clarke, was an early innovator in gathering support for his cause: He started the "child sponsorship" concept we know today, asking a sponsor to donate to help one child.
Innovation #2: Working with families
Acting on its growing understanding of what works for children, ChildFund moved from running orphanages to helping families and communities fight poverty at its roots.
Innovation #3: Local communities run the local programs
Because helping an individual child only goes so far, we added community-level interventions. We determined the best way forward for lasting change was to have local people lead those local programs, because they understand cultural nuances and their local needs best. We added a focus on the whole child - not just physical needs, but emotional and social ones, as well.
Innovation #4: Pioneering accountability measures
As we grew, we knew our sponsors would want to know their dollars were being well spent, so we created a Code of Fundraising Ethics: our continuing promise that we will conduct ourselves with accountability, integrity, stewardship and honesty.
Innovation #5: A fund for emergencies
We created the Emergency Action Fund, which allows our emergency response teams to provide immediate relief and long-term assistance to children in wars, droughts, hurricanes and more.
Innovation #6: Places for recovery
We established the first of our Child-Centered Spaces to help children affected by war recover, learn, play and heal. These spaces, which we now offer in any kind of emergency, help children return to a sense of normalcy, hope and calm.
Innovation #7: A new approach to program development
We conducted an in-depth study on child poverty, which revealed that children acutely feel not only the physical but also the emotional and social impacts of poverty. As a result, we found that listening to children's voices when it comes to how poverty affects them makes a profound difference in how we help them improve their futures. We listen before we act. And when we help, it's as a partner.
We'll keep growing and learning: We've evolved and innovated over the years to improve the lives of children who are in the most distress, and we empower the communities where they live to take responsibility for this work themselves. We will continue doing so, to ensure that children are heard and receive the physical, cognitive, psychological, emotional and social support they need to become leaders in their communities.