Jimmie Hale Mission 
The information on this page was last updated 5/10/2023. If you see errors or omissions, please email: [email protected]
Summary
Downtown Jimmie Hale Mission, Inc. is a Christian-based, nonprofit 501(c)(3) organization, which includes a homeless shelter for men, a shelter for women and children, recovery programs, and three learning centers. This charity is often misspelled Jimmy Hale Mission.
Contact information
Mailing address:
Jimmie Hale Mission
PO Box 10472
Birmingham, AL 35202
Website: jimmiehalemission.com
Phone: 205-323-5878
Email: [email protected]
Organization details
EIN: 630358757
CEO/President: Perryn Carroll
Chairman: Jay Briley (Berkadia)
Board size: 15
Founder: Jimmie and Jessie Davis
Ruling year: 1946
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
For three-quarters of a century the Jimmie Hale Mission has been helping men afflicted by homelessness in downtown Birmingham through education remediation, job readiness and spiritual support.
However, recent statistics reveal that more than 90 percent of the homeless population in our community is plagued by substance abuse. To combat this, the Mission has shifted its focus from rescue to recovery. By addressing these deeper challenges we can help our clients once again become self-sufficient and productive citizens.
Our Active Recovery program is an in-depth, clinically-structured Christian group approach to helping residents understand and overcome the very issues that contribute to their substance abuse. In addition, each client works individually with a professional counselor throughout this 13 to 15-week process.
We also provide residents with an educational curriculum through our Stewart Learning Centers that includes adult basic education, GED preparation and workplace skill sets as well as training for accredited short-term certificates, industry-based certifications and collegiate enrollment.
This dynamic approach to recovery and independence is offered for free to those in need.
Mission statement
Our mission is to transform adults directly affected by homelessness, poverty-thinking, and/or addiction, into those who lead healthy, self-sufficient, and productive lives for the glory of God.
Statement of faith
Donor confidence score
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Rescue Missions/Homeless Shelters
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 904 of 1091 | 121 of 144 |
| Fund acquisition rating | | 595 of 1094 | 81 of 144 |
| Resource allocation rating | | 1075 of 1094 | 142 of 144 |
| Asset utilization rating | | 632 of 1091 | 84 of 144 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 11% | 12% | 9% | 17% | 13% | 11% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 9% | 11% | 8% | 16% | 13% | 11% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 92% | 92% | 94% | 94% | 99% | 99% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 11% | 11% | 10% | 15% | 12% | 10% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 8% | 8% | 6% | 6% | 1% | 1% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 79% | 59% | 60% | 54% | 60% | 64% |
Spending ratio Spending ratio = Total expenses / Total revenue | 86% | 93% | 79% | 108% | 109% | 107% |
Program output ratio Program output ratio = Program services / Total revenue | 68% | 55% | 47% | 58% | 66% | 69% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 14% | 7% | 21% | -8% | -9% | -7% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 9% | 3% | 13% | -5% | -6% | -5% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 9% | 30% | 30% | 32% | 28% | 26% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.52 | 0.49 | 0.49 | 0.53 | 0.63 | 0.63 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.61 | 2.80 | 3.17 | 3.16 | 3.64 | 3.40 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.62 | 1.36 | 1.56 | 1.67 | 2.29 | 2.15 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 14.13 | 0.00 | 0.00 | 0.00 | 0.00 | 0.00 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.00 | 0.00 | 0.00 | 0.00 | 0.00 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.85 | 8.80 | 7.70 | 7.17 | 5.24 | 5.57 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 7% | 0% | 0% | 16% | 10% | 10% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 16% | 10% | 10% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 167% | 205% | 203% | 159% | 143% | 142% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $2,409,189 | $3,732,945 | $3,843,735 | $3,270,869 | $3,706,850 |
| Receivables, inventories, prepaids | $0 | $0 | $0 | $0 | $0 |
| Short-term investments | $1,967,515 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $4,376,704 | $3,732,945 | $3,843,735 | $3,270,869 | $3,706,850 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $7,867,802 | $8,078,366 | $8,289,605 | $8,614,233 | $8,889,973 |
| Other long-term assets | $13,673 | $21,769 | $29,470 | $36,797 | $0 |
| Total long-term assets | $7,881,475 | $8,100,135 | $8,319,075 | $8,651,030 | $8,889,973 |
| Total assets | $12,258,179 | $11,833,080 | $12,162,810 | $11,921,899 | $12,596,823 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $0 | $0 | $0 | $0 | $0 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $0 | $0 | $0 | $0 | $0 |
| Debt | $0 | $0 | $1,919,574 | $1,211,230 | $1,268,348 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $0 | $0 | $1,919,574 | $1,211,230 | $1,268,348 |
| Total liabilities | $0 | $0 | $1,919,574 | $1,211,230 | $1,268,348 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $11,595,890 | $11,333,080 | $10,243,236 | $10,710,669 | $11,328,475 |
| With donor restrictions | $662,289 | $500,000 | $0 | $0 | $0 |
| Net assets | $12,258,179 | $11,833,080 | $10,243,236 | $10,710,669 | $11,328,475 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $5,888,517 | $6,944,071 | $5,592,843 | $6,808,188 | $7,423,014 |
| Program service revenue | $157,233 | $213,051 | $97,880 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $23,579 | $2,458 | $33,538 | $73,808 | $35,554 |
| Other revenue | $324,358 | $246,818 | $245,654 | ($2,179) | $12,160 |
| Total other revenue | $505,170 | $462,327 | $377,072 | $71,629 | $47,714 |
| Total revenue | $6,393,687 | $7,406,398 | $5,969,915 | $6,879,817 | $7,470,728 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $3,520,370 | $3,476,405 | $3,444,967 | $4,519,998 | $5,121,736 |
| Management and general | $1,763,463 | $1,731,989 | $2,039,039 | $2,096,942 | $2,045,436 |
| Fundraising | $684,755 | $608,160 | $953,342 | $880,683 | $818,969 |
| Total expenses | $5,968,588 | $5,816,554 | $6,437,348 | $7,497,623 | $7,986,141 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $425,099 | $1,589,844 | ($467,433) | ($617,806) | ($515,413) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $425,099 | $1,589,844 | ($467,433) | ($617,806) | ($515,413) |
Compensation
| Name | Title | Compensation |
| Michael Coleman | Executive Di | $189,435 |
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 5/10/2023. To update the information below, please email: [email protected]
History
In the late 30s and early 40s Jimmie Hale was known as the town drunk, but he eventually gave his life to Christ and began rewriting his story. Armed with a desire to share God's life-changing love with others and to help those walking where he had, Jimmie set out to create a place where homeless men could find encouragement and hope.
Jimmie soon married Miss Jessie Davis, a school teacher from Moundville, Alabama, and the couple founded the Mission on March 25, 1944. Lives weren't the only thing the 39-year-old was hoping to help reinvent as the first location was the same building where he had sold his last drink as a bartender.
Sadly, Jimmie passed away just eight months later due to health complications, leaving behind a 27-year-old pregnant widow. Jessie refused to forfeit her commitment to the dream she and her husband shared, however, and her resolve would prove to be the foundation on which the Mission would stand for generations to come.
Jessie was an incredible woman of faith and dedication and ultimately kept the facility alive for more than a decade on her own before God called Leo Shepura to the work. In 1954, the duo served the first meal on Thanksgiving Day and began housing overnight guests. They would go on to lead one of the city's most impactful non-profit organizations for 36 years.
Tony Cooper was named executive director in 1990 and he helped expand the Mission's influence and outreach through the addition of numerous facilities and programs in his 29 years at the helm.
Royal Pines, a residential addiction recovery center for men opened in 1995 on 75 tranquil acres in Hayden, Alabama. Just three years later, women and children facing homelessness and other hardships began finding hope and empowerment at Jessie's Place downtown.
After a three-year site expansion and renovation of the old Thomas School building, the men's center relocated from the corner on 24th Street North to the current campus in 2007. The new facility allows the Mission to house more clients and includes a chapel and administration building.
The ribbon cutting for the first Mission Possible Bargain Center, a thrift store aimed at providing financial support for the ever-growing ministry, took place in 2000. Nineteen years and five locations later, the Mission transferred ownership of the stores to King's Home, another local non-profit.
Discovery Clubs, after-class Bible programs for children in 30 Birmingham-area public elementary schools, came into the fold in 2012. This program transitioned to another organization in 2019 that was well-equipped to continue this important work.
In November of 2019, the board of directors selected Michael Coleman to lead the Mission into its next chapter.