Riverside Christian Ministries 
The information on this page was last updated 5/25/2023. If you see errors or omissions, please email: [email protected]
Summary
Riverside House exists to guide men and women convicted of crime into becoming productive citizens through a nondenominational, faith-based approach.
Contact information
Mailing address:
Riverside Christian Ministries
968 N.W. 2nd Street
Miami, FL 33128
Website: riversidehouse.org
Phone: 305-326-9799
Email: [email protected]
Organization details
EIN: 592093182
CEO/President: Cleveland Bell III
Chairman: Cleveland Bell III
Board size: 5
Founder: Riverside UMC & Dade County Correction Dept
Ruling year: 1982
Tax deductible: Yes
Fiscal year end: 03/31
Member of ECFA: Yes
Member of ECFA since: 1985
Purpose
Our four programs are as follows: Comprehensive Residential Reentry Program, Non-residential Support, Spiritual Development and Community Partnerships
Mission statement
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 | | 532 of 1096 | 68 of 142 |
| Fund acquisition rating | | 818 of 1098 | 97 of 142 |
| Resource allocation rating | | 311 of 1098 | 51 of 142 |
| Asset utilization rating | | 483 of 1096 | 67 of 142 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 8% | 45% | 54% | 123% | 122% | 144% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 6% | 4% | 4% | 4% | 4% | 4% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 92% | 9% | 7% | 3% | 3% | 3% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 4% | 4% | 4% | 5% | 4% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 8% | 91% | 93% | 97% | 97% | 97% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 82% | 84% | 86% | 85% | 85% | 85% |
Spending ratio Spending ratio = Total expenses / Total revenue | 92% | 110% | 102% | 94% | 95% | 87% |
Program output ratio Program output ratio = Program services / Total revenue | 74% | 93% | 87% | 80% | 80% | 74% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 8% | -10% | -2% | 6% | 5% | 13% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 10% | -8% | -2% | 5% | 4% | 12% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 12% | 11% | 11% | 11% | 10% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.87 | 0.88 | 0.85 | 0.77 | 0.71 | 0.78 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.67 | 1.12 | 1.11 | 1.12 | 1.13 | 1.15 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.55 | 0.98 | 0.94 | 0.86 | 0.80 | 0.89 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 17.03 | 19.29 | 20.41 | 27.29 | 28.08 | 27.15 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.06 | 0.05 | 0.05 | 0.04 | 0.04 | 0.04 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.96 | 11.58 | 12.10 | 13.49 | 14.47 | 13.02 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 5% | 5% | 4% | 3% | 4% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 105% | 109% | 112% | 126% | 137% | 124% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $531,081 | $934,542 | $1,546,689 | $870,755 | $588,662 |
| Receivables, inventories, prepaids | $949,233 | $829,065 | $307,855 | $718,796 | $608,078 |
| Short-term investments | $1,751,851 | $1,787,634 | $1,487,049 | $1,749,155 | $2,011,632 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $3,232,165 | $3,551,241 | $3,341,593 | $3,338,706 | $3,208,372 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $392,805 | $384,659 | $401,327 | $437,611 | $465,366 |
| Other long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total long-term assets | $392,805 | $384,659 | $401,327 | $437,611 | $465,366 |
| Total assets | $3,624,970 | $3,935,900 | $3,742,920 | $3,776,317 | $3,673,738 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $162,049 | $171,524 | $119,927 | $118,903 | $118,153 |
| Other current liabilities | $5,524 | $2,500 | $2,500 | $0 | $0 |
| Total current liabilities | $167,573 | $174,024 | $122,427 | $118,903 | $118,153 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $9,060 | $11,140 | $11,220 | $11,780 | $16,740 |
| Total long-term liabilities | $9,060 | $11,140 | $11,220 | $11,780 | $16,740 |
| Total liabilities | $176,633 | $185,164 | $133,647 | $130,683 | $134,893 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $3,448,337 | $3,750,736 | $3,590,110 | $3,601,247 | $3,509,872 |
| With donor restrictions | $0 | $0 | $19,163 | $44,387 | $28,973 |
| Net assets | $3,448,337 | $3,750,736 | $3,609,273 | $3,645,634 | $3,538,845 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $256,154 | $245,033 | $99,953 | $98,409 | $83,281 |
| Program service revenue | $2,564,716 | $2,983,699 | $2,816,766 | $2,633,707 | $3,125,991 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $66,381 | $48,043 | $110,378 | $89,393 | $56,455 |
| Other revenue | $2,756 | $2,446 | $6,148 | $2,251 | $1,349 |
| Total other revenue | $2,633,853 | $3,034,188 | $2,933,292 | $2,725,351 | $3,183,795 |
| Total revenue | $2,890,007 | $3,279,221 | $3,033,245 | $2,823,760 | $3,267,076 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $2,680,246 | $2,864,600 | $2,429,631 | $2,267,743 | $2,433,220 |
| Management and general | $381,623 | $351,738 | $310,536 | $281,652 | $295,335 |
| Fundraising | $115,154 | $132,387 | $123,248 | $120,391 | $119,516 |
| Total expenses | $3,177,023 | $3,348,725 | $2,863,415 | $2,669,786 | $2,848,071 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | ($287,016) | ($69,504) | $169,830 | $153,974 | $419,005 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($287,016) | ($69,504) | $169,830 | $153,974 | $419,005 |
Compensation
| Name | Title | Compensation |
| Cleveland Bell III | Executive Director | $145,291 |
| David McSherry | Chief Operating Officer | $113,210 |
Compensation data as of: 3/31/2022
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 5/25/2023. To update the information below, please email: [email protected]
History
In 1972, Captain Andy Mathieu, a Navy and Coast Guard Veteran, and friend, Ed Dodson, managed an alcoholic rehabilitation center. This enterprise operated as an outreach of the Riverside United Methodist Church. Within eighteen months it evolved into a larger outreach becoming the first in the nation to experiment with the rehabilitation of ex-offenders.
"Rehabilitation with Dignity" was a dream of Roberto Perez, a lay preacher; Reverend O. Dean Martin, Pastor of the Riverside United Methodist Church; and Jack Sandstrom, Director of the Dade Community Correction and Rehabilitation Department. Together, they envisioned a halfway house that offered the means for those with a first-time offense the opportunity to rebuild their lives. In addition, they desired to establish an environment with caring people as a replacement for the hardened atmosphere ex-offenders were accustomed to.
A grant from the Law Enforcement Assistance Administration provided the finances to maintain this program for the first two years of operation.
Cleveland Bell III became Executive Director of Riverside House in July of 1977. As a former ex-offender, Mr. Bell was no stranger to the feelings of frustration, anger, and rebellion often felt by those with similar backgrounds. Through the continuous outpouring of Mr. Bell's personal life experiences with fellow men and women, and, the dedicated, hard work of staff and Board members, the ministry of Riverside House has reached thousands of ex-offenders through jail groups, out-client participation, prison outreach, and inner-city activities.
Today, Riverside House is a private, non-profit organization that has been successfully operating as a coed community residential reentry facility for over 42 years.