No Longer Bound 
The information on this page was last updated 1/15/2026. If you see errors or omissions, please email: [email protected]
Summary
No Longer Bound is a long-term, residential, Christ-centered program for men in addiction. We have a full staff of clinical therapists, recovery specialists, and medical professionals. But more importantly, we are men and women impacted by addiction. We've been where you are and we're here to help.
Contact information
Mailing address:
No Longer Bound
2725 Pine Grove Rd
Cumming, GA 30041
Website: nolongerbound.com
Phone: 770-886-7873
Email: [email protected]
Organization details
EIN: 581927695
CEO/President: Ben Tison
Chairman: Kim Bocian
Board size: 10
Founder: Mike Harden
Ruling year: 1991
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2020
Purpose
Individual Plans. Evidence-based Therapies. Group Counseling. Spiritual Formation. Family Recovery. Vocational Training. Medical Supervision. Recreational Activities. Mentorship. Case Management.
This comprehensive approach is designed to create transformation beyond sobriety through lasting intimacy with God, self and others.
Vision: Transforming lives beyond sobriety through connection to God, Self, and Others.
Mission statement
Rescuing Addicts - No Longer Bound provides broken and willing individuals with a place of escape from the enslavement of addiction. We do this by creating a residential refuge for addicted individuals to detoxify from the chemicals, chaos, and catastrophe caused by their dependency.
Regenerating Men- No Longer Bound believes that true freedom comes through the deep and difficult process of regeneration. This process involves resolving wounds of the past, repairing damaged belief systems, restoring relational health, and receiving a new identity.
Reconciling Families - No Longer Bound creates organized opportunities for hurting families to recover from the damage of addiction. We assist families with restoring trust, releasing expectations, and repairing broken relationships in order to reconcile them to health and wholeness.
Statement of faith
Donor confidence score
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Transparency grade
C
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Financial efficiency ratings
Sector: Community Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 1063 of 1582 | 101 of 169 |
| Fund acquisition rating | | 1043 of 1583 | 101 of 169 |
| Resource allocation rating | | 418 of 1583 | 56 of 169 |
| Asset utilization rating | | 1378 of 1583 | 146 of 169 |
According to the organization's Form 990, it received $412,343 in government grants in 2025.
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 6% | 7% | 6% | 7% | 6% | 4% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 4% | 6% | 6% | 6% | 5% | 4% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 89% | 80% | 90% | 92% | 85% | 92% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 6% | 6% | 7% | 6% | 5% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 11% | 20% | 10% | 8% | 15% | 8% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 88% | 88% | 88% | 84% | 81% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 90% | 94% | 93% | 88% | 87% |
Program output ratio Program output ratio = Program services / Total revenue | 79% | 80% | 83% | 81% | 74% | 70% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | 10% | 6% | 7% | 12% | 13% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | 11% | 7% | 7% | 12% | 14% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 10% | 6% | 6% | 6% | 9% | 14% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.00 | 0.65 | 0.61 | 0.56 | 0.59 | 0.68 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.89 | 4.90 | 6.22 | 6.11 | 4.26 | 2.51 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.96 | 3.19 | 3.80 | 3.45 | 2.53 | 1.70 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 13.74 | 5.27 | 4.48 | 2.99 | 4.00 | 4.68 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.06 | 0.19 | 0.22 | 0.33 | 0.25 | 0.21 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.34 | 3.05 | 2.45 | 2.32 | 3.55 | 5.56 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 10% | 37% | 40% | 42% | 33% | 25% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 7% | 13% | 10% | 12% | 16% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 79% | 97% | 99% | 103% | 113% | 111% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $2,572,504 | $1,948,595 | $1,472,418 | $2,301,651 | $3,180,339 |
| Receivables, inventories, prepaids | $622,501 | $484,362 | $923,853 | $439,265 | $488,962 |
| Short-term investments | $123,934 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $3,318,939 | $2,432,957 | $2,396,271 | $2,740,916 | $3,669,301 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $9,182,460 | $9,591,612 | $8,805,867 | $7,527,137 | $5,545,309 |
| Other long-term assets | $3,752,944 | $3,099,973 | $3,446,084 | $1,416,588 | $0 |
| Total long-term assets | $12,935,404 | $12,691,585 | $12,251,951 | $8,943,725 | $5,545,309 |
| Total assets | $16,254,343 | $15,124,542 | $14,648,222 | $11,684,641 | $9,214,610 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $457,200 | $448,720 | $733,041 | $570,804 | $679,338 |
| Other current liabilities | $172,259 | $94,044 | $68,767 | $114,310 | $104,708 |
| Total current liabilities | $629,459 | $542,764 | $801,808 | $685,114 | $784,046 |
| Debt | $1,143,474 | $1,893,254 | $1,446,533 | $1,403,011 | $1,496,846 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $4,227,618 | $3,566,238 | $3,897,723 | $1,713,609 | $0 |
| Total long-term liabilities | $5,371,092 | $5,459,492 | $5,344,256 | $3,116,620 | $1,496,846 |
| Total liabilities | $6,000,551 | $6,002,256 | $6,146,064 | $3,801,734 | $2,280,892 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $9,984,245 | $8,530,873 | $7,329,192 | $7,621,101 | $5,385,570 |
| With donor restrictions | $269,547 | $591,413 | $1,172,966 | $261,806 | $1,548,148 |
| Net assets | $10,253,792 | $9,122,286 | $8,502,158 | $7,882,907 | $6,933,718 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $9,347,616 | $8,921,083 | $8,166,344 | $6,740,949 | $6,609,923 |
| Program service revenue | $808,825 | $156,793 | $192,919 | $181,698 | $248,371 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $1,165,608 | ($33,373) | ($19,863) | $653,618 | $1,983 |
| Other revenue | $399,072 | $816,794 | $537,594 | $319,856 | $337,773 |
| Total other revenue | $2,373,505 | $940,214 | $710,650 | $1,155,172 | $588,127 |
| Total revenue | $11,721,121 | $9,861,297 | $8,876,994 | $7,896,121 | $7,198,050 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $9,357,478 | $8,168,637 | $7,228,943 | $5,864,628 | $5,042,562 |
| Management and general | $585,786 | $516,278 | $456,902 | $655,959 | $891,942 |
| Fundraising | $646,351 | $556,254 | $571,898 | $426,345 | $296,500 |
| Total expenses | $10,589,615 | $9,241,169 | $8,257,743 | $6,946,932 | $6,231,004 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $1,131,506 | $620,128 | $619,251 | $949,189 | $967,046 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $1,131,506 | $620,128 | $619,251 | $949,189 | $967,046 |
Compensation
| Name | Title | Compensation |
| Ben Tison | CEO & Executive Director | $229,691 |
| Rebecca Cedrone | Chief Development Officer | $153,787 |
| Bruno Surdo | Development Officer | $114,260 |
| Emily Miranda | VP of Administration/Secretary | $110,654 |
Compensation data as of: 12/31/2025
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 1/15/2026. To update the information below, please email: [email protected]
History
Mike Harden was a Marine who returned from Vietnam with an addiction to drugs and alcohol. After years of intense struggle and chaos, he achieved sobriety and transformation through faith. In 1990, Mike heard God calling him to serve men in addiction, so he borrowed a three-bedroom house in Cumming, Georgia and canvassed the streets of Atlanta in search of men needing help.
In no time, men began showing up on their own. Mike named the house "New Freedom Lodge". One year later, No Longer Bound became a 501(c)(3) nonprofit and started moving toward a structured drug and alcohol recovery program.
Over the years, the program has gone through many changes. Today, we are a state licensed, long-term, residential, faith-based and clinical treatment program. In the past 31 years, over 1300 men have found freedom from addiction at No Longer Bound.
Brain of a Business, Heart of a Ministry
In 2014, No Longer Bound transitioned into its second generation of leadership. Executive Director Edward Bailey led No Longer Bound through a time of tremendous change, improving our campus and pursuing five levels of state licensing equipping the program to treat co-occuring mental health disorders.
Today, No Longer Bound has a 56-bed dorm we call the Hope House, a new Dining Hall & Family Center (Harden Hall), a Vocational Training Center (Thompson Training Center), a computer lab, weight room, a wonderful recreation space, and a full staff of ministry-minded clinicians.
Under the leadership of Executive Director Ben Tison, we look forward to our next 30 years, continuing in our efforts to be a seamless integration of Christ-center ministry and evidenced-based clinical treatment, truly transforming lives beyond sobriety.
No Longer Bound looks a little different today than we did back in 1990, but our heart remains the same. We are relentless for real transformation. We walk along side men as they address the trauma of their past, so they can find lasting freedom through intimacy with God, self and others. As No Longer Bound moves towards our next future, we remain committed to a seamless integration of Christ-centered curriculum and evidence-based clinical therapy.