Christ Led Communities / formerly Christian Leadership Concepts, Inc. 
The information in this column was provided to MinistryWatch by the ministry itself. It was last updated 2/28/2022. To update the information in this column, please email: info@ministrywatch.com
Summary
CLC is a men's organization committed to training Christian leaders. CLC equips men for a lifetime of leadership at home, in business, in church, or in their community. Our leadership modules are based on a growing relationship with Jesus Christ and sound biblical principles. CLC has no denominational affiliation, but is pleased to work alongside men with a wide range of church backgrounds. The curriculum is orthodox in theology, and helps men interact with Scripture and investigate for themselves what the Bible has to say about life issues.
Contact information
Mailing address:
Christ Led Communities
P. O. Box 3645
Brentwood, TN 37024-3645
Website: www.clchq.org
Phone: (615) 370-5020
Email: cfry@clchq.org
Organization details
EIN: 621177279
CEO/President: Dr. Craig Fry
Chairman: Bryan Haye
Board size: 9
Founder: Dr. Hal Hadden
Ruling year: 1985
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 1986
Purpose
CLC challenges men to an uncommon pursuit of Christ. We facilitate small groups of committed believers who refuse to be satisfied with the status quo and desire a deeper relationship with Christ.
CLC men are relentlessly transparent with one another as they journey together through life and become men of extraordinary faith. Our programs require sacrifice and the risk of vulnerability, but that investment brings about a transformation marked by a greater understanding of who God is, a stronger relationship with Him, and a uniquely powerful bond with other Christian men. Through this journey, God shapes men into bold, zealous leaders who are equipped to lead others toward Christ.
Mission statement
Mission / Vision of CLC: Equipping Men for a Lifetime of Leadership
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Leadership Training
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 998 of 1022 | 23 of 24 |
| Fund acquisition rating | | 961 of 1024 | 23 of 24 |
| Resource allocation rating | | 984 of 1024 | 22 of 24 |
| Asset utilization rating | | 764 of 1022 | 18 of 24 |
Financial ratios
| Funding ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 11% | 26% | 25% | 26% | 32% | 24% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 7% | 19% | 21% | 21% | 25% | 20% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 92% | 75% | 84% | 81% | 77% | 82% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 8% | 20% | 19% | 20% | 23% | 20% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 8% | 25% | 16% | 19% | 23% | 18% |
| Operating ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Program expense ratio Program expense ratio = Program services / Total expenses | 77% | 60% | 61% | 64% | 61% | 59% |
Spending ratio Spending ratio = Total expenses / Total revenue | 95% | 96% | 110% | 105% | 111% | 100% |
Program output ratio Program output ratio = Program services / Total revenue | 74% | 58% | 67% | 67% | 68% | 59% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 5% | 4% | -10% | -5% | -11% | 0% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 9% | 3% | -9% | -4% | -8% | 0% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 12% | 20% | 19% | 16% | 16% | 21% |
| Investing ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.50 | 0.77 | 0.88 | 0.75 | 0.77 | 0.62 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.14 | 1.03 | 1.05 | 1.05 | 2.08 | 2.22 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.04 | 0.79 | 0.92 | 0.79 | 1.60 | 1.38 |
| Liquidity ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.46 | 26.68 | 11.75 | 59.21 | 8.40 | 10.22 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.11 | 0.04 | 0.09 | 0.02 | 0.12 | 0.10 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.24 | 14.64 | 11.92 | 15.02 | 6.59 | 7.86 |
| Solvency ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 13% | 4% | 11% | 2% | 6% | 6% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 2% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 44% | 126% | 102% | 131% | 122% | 152% |
Financials
| Balance sheet | |||||
| Assets | 2020 | 2019 | 2018 | 2017 | 2016 |
| Cash | $838,181 | $801,260 | $1,428,717 | $727,312 | $725,267 |
| Receivables, inventories, prepaids | $27,690 | $73,896 | $75,585 | $90,428 | $101,869 |
| Short-term investments | $584,437 | $532,993 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $1,450,308 | $1,408,149 | $1,504,302 | $817,740 | $827,136 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $7,477 | $4,601 | $832 | $805,748 | $848,181 |
| Other long-term assets | $37,317 | $60,532 | $68,746 | $77,330 | $162,456 |
| Total long-term assets | $44,794 | $65,133 | $69,578 | $883,078 | $1,010,637 |
| Total assets | $1,495,102 | $1,473,282 | $1,573,880 | $1,700,818 | $1,837,773 |
| Liabilities | 2020 | 2019 | 2018 | 2017 | 2016 |
| Payables and accrued expenses | $17,314 | $13,633 | $18,921 | $32,408 | $22,195 |
| Other current liabilities | $37,050 | $106,257 | $6,485 | $64,996 | $58,749 |
| Total current liabilities | $54,364 | $119,890 | $25,406 | $97,404 | $80,944 |
| Debt | $0 | $0 | $5,000 | $2,717 | $30,749 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $2,506 | $35,334 | $0 | $0 | $0 |
| Total long-term liabilities | $2,506 | $35,334 | $5,000 | $2,717 | $30,749 |
| Total liabilities | $56,870 | $155,224 | $30,406 | $100,121 | $111,693 |
| Net assets | 2020 | 2019 | 2018 | 2017 | 2016 |
| Without donor restrictions | $1,429,732 | $1,291,968 | $1,532,429 | $1,552,124 | $1,592,351 |
| With donor restrictions | $8,500 | $26,090 | $11,035 | $48,573 | $133,729 |
| Net assets | $1,438,232 | $1,318,058 | $1,543,474 | $1,600,697 | $1,726,080 |
| Revenues and expenses | |||||
| Revenue | 2020 | 2019 | 2018 | 2017 | 2016 |
| Total contributions | $899,695 | $995,050 | $906,501 | $916,581 | $931,555 |
| Program service revenue | $105,890 | $126,431 | $123,167 | $145,382 | $143,097 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $187,815 | $61,869 | $9,006 | $3,711 | $4,640 |
| Other revenue | $0 | $0 | $85,563 | $120,353 | $62,730 |
| Total other revenue | $293,705 | $188,300 | $217,736 | $269,446 | $210,467 |
| Total revenue | $1,193,400 | $1,183,350 | $1,124,237 | $1,186,027 | $1,142,022 |
| Expenses | 2020 | 2019 | 2018 | 2017 | 2016 |
| Program services | $689,978 | $797,383 | $752,990 | $802,529 | $673,486 |
| Management and general | $224,048 | $249,710 | $190,542 | $211,806 | $241,587 |
| Fundraising | $229,995 | $249,537 | $237,938 | $297,075 | $224,166 |
| Total expenses | $1,144,021 | $1,296,630 | $1,181,470 | $1,311,410 | $1,139,239 |
| Change in net assets | 2020 | 2019 | 2018 | 2017 | 2016 |
| Surplus (deficit) | $49,379 | ($113,280) | ($57,233) | ($125,383) | $2,783 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $49,379 | ($113,280) | ($57,233) | ($125,383) | $2,783 |
Compensation
| Name | Title | Compensation |
| Craig Fry | President | $146,092 |
| Danny Jeffries | Hce | $128,536 |
| David Bianconi | Vice President | $118,108 |
| Hank Miles | Treasurer | $16,000 |
Compensation data as of: 12/31/2020
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 2/28/2022. To update the information below, please email: info@ministrywatch.com
History
Founded in 1982 by Dr. Hal Hadden, CLC began by training small groups of men for spiritual leadership. The result of this experience was that a "band of brothers" was created and sharing life became the norm for men long after the training ended. The long-term effect was that marriages were strengthened, families became healthier, and churches and communities saw men stepping up for leadership positions.
CLC began in Middle Tennessee, but before long was branching out to other areas of the state and beyond. Three decades later, thousands of lives have been changed as CLC has influenced men in 157 cities, 25 states, and Canada (Alberta and British Columbia).
Currently under the leadership of Dr. Craig Fry, CLC is pleased to work alongside men from a wide range of church backgrounds. The curriculum is orthodox in theology, and yet the experience is radically different for the typical man. Our programs help men interact with scripture and investigate for themselves what the Bible says about life issues. In addition, as men walk this journey of discovery together, lifelong friendships are developed and sustained.
CLC has had an impact in Canada and the following U.S. States:
Alabama, Arkansas, California, Colorado, Florida, Georgia, Illinois, Indiana, Kansas, Kentucky, Massachusetts, Missouri, Minnesota, Mississippi, Nebraska, New Jersey, North Carolina, Ohio, Pennsylvania, South Carolina, Tennessee, Texas, Utah, Washington, Wisconsin, West Virginia