Place of Hope 
The information on this page was last updated 4/16/2026. If you see errors or omissions, please email: [email protected]
Summary
For over 25 years, Place of Hope has been a safe haven for thousands of children, youth, and families across South Florida. Our faith-based, trauma-informed approach keeps siblings together, equips aged-out youth for success, and helps survivors heal and rebuild their lives.
Contact information
Mailing address:
Place of Hope
9078 Isaiah Lane
Palm Beach Gardens, FL 33418
Website: www.placeofhope.com
Phone: 561-775-7195
Email: [email protected]
Organization details
EIN: 650841384
CEO/President: Charles Bender III
Chairman: Ronald Nocera
Board size: 12
Founder: Tom & Donna Mullins
Ruling year: 1998
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
We strive to equip our children, youth, and families with the tools they need to succeed. We aim to educate and enrich the lives of those in our care, encourage them to reach their full potential, create a positive environment for healing, and foster hope for the future.
Mission statement
Place of Hope is dedicated to providing a stable and loving environment for children, youth and families in crisis. We are committed to meeting desperate needs in our community by sharing God's love and placing hope in their livesone life at a time.
Statement of faith
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Adoption/Foster Care
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 538 of 1435 | 26 of 58 |
| Fund acquisition rating | | 381 of 1435 | 12 of 58 |
| Resource allocation rating | | 301 of 1435 | 22 of 58 |
| Asset utilization rating | | 1201 of 1436 | 46 of 58 |
According to the organization's Form 990, it received $1,222,035 in government grants in 2024.
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 10% | 5% | 6% | 2% | 4% | 4% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 4% | 7% | 2% | 4% | 4% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 67% | 91% | 103% | 103% | 99% | 94% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 7% | 4% | 5% | 7% | 7% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 33% | 9% | -3% | -3% | 1% | 6% |
| Operating ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Program expense ratio Program expense ratio = Program services / Total expenses | 80% | 86% | 93% | 86% | 87% | 86% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 62% | 173% | 37% | 62% | 52% |
Program output ratio Program output ratio = Program services / Total revenue | 74% | 53% | 160% | 32% | 54% | 45% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | 38% | -73% | 63% | 38% | 48% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 19% | -36% | 34% | 15% | 28% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 12% | 7% | 4% | 9% | 7% | 6% |
| Investing ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.73 | 0.31 | 0.81 | 0.19 | 0.25 | 0.28 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.74 | 2.07 | 1.89 | 1.54 | 1.51 | 1.68 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.54 | 0.63 | 1.54 | 0.29 | 0.37 | 0.46 |
| Liquidity ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Current ratio Current ratio = Total current assets / Total current liabilities | 13.62 | 18.96 | 22.80 | 24.85 | 25.82 | 26.84 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.05 | 0.04 | 0.04 | 0.04 | 0.04 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.91 | 17.93 | 7.45 | 39.13 | 30.93 | 24.93 |
| Solvency ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 4% | 4% | 4% | 3% | 7% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 4% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 111% | 313% | 117% | 500% | 392% | 339% |
Financials
| Balance sheet | |||||
| Assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Cash | $17,274,816 | $8,443,114 | $6,051,469 | $4,816,647 | $4,760,888 |
| Receivables, inventories, prepaids | $1,338,295 | $1,444,603 | $1,528,859 | $414,783 | $772,525 |
| Short-term investments | $1,606,544 | $7,915,982 | $19,109,938 | $14,633,931 | $9,926,265 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $20,219,655 | $17,803,699 | $26,690,266 | $19,865,361 | $15,459,678 |
| Long-term investments | $210,120 | $0 | $0 | $0 | $0 |
| Fixed assets | $20,951,364 | $15,361,683 | $13,828,719 | $9,480,374 | $9,850,650 |
| Other long-term assets | $475,134 | $479,517 | $565,925 | $592,650 | $721,198 |
| Total long-term assets | $21,636,618 | $15,841,200 | $14,394,644 | $10,073,024 | $10,571,848 |
| Total assets | $41,856,273 | $33,644,899 | $41,084,910 | $29,938,385 | $26,031,526 |
| Liabilities | 2024 | 2023 | 2022 | 2021 | 2020 |
| Payables and accrued expenses | $584,658 | $512,787 | $471,599 | $430,510 | $346,551 |
| Other current liabilities | $482,046 | $268,000 | $602,516 | $338,910 | $229,491 |
| Total current liabilities | $1,066,704 | $780,787 | $1,074,115 | $769,420 | $576,042 |
| Debt | $0 | $0 | $0 | $128 | $1,091,501 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $726,978 | $679,517 | $706,142 | $120,000 | $105,000 |
| Total long-term liabilities | $726,978 | $679,517 | $706,142 | $120,128 | $1,196,501 |
| Total liabilities | $1,793,682 | $1,460,304 | $1,780,257 | $889,548 | $1,772,543 |
| Net assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Without donor restrictions | $29,214,105 | $22,366,549 | $32,271,353 | $27,771,881 | $22,603,304 |
| With donor restrictions | $10,848,486 | $9,818,046 | $7,033,300 | $1,276,956 | $1,655,679 |
| Net assets | $40,062,591 | $32,184,595 | $39,304,653 | $29,048,837 | $24,258,983 |
| Revenues and expenses | |||||
| Revenue | 2024 | 2023 | 2022 | 2021 | 2020 |
| Total contributions | $18,676,711 | $16,307,057 | $21,756,293 | $11,693,906 | $12,964,940 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $799,839 | $323,400 | ($23,497) | $870,377 | $1,254,750 |
| Other revenue | $1,093,940 | ($766,244) | ($703,900) | ($700,105) | ($369,100) |
| Total other revenue | $1,893,779 | ($442,844) | ($727,397) | $170,272 | $885,650 |
| Total revenue | $20,570,490 | $15,864,213 | $21,028,896 | $11,864,178 | $13,850,590 |
| Expenses | 2024 | 2023 | 2022 | 2021 | 2020 |
| Program services | $10,995,526 | $25,395,482 | $6,758,843 | $6,428,197 | $6,183,391 |
| Management and general | $934,750 | $969,649 | $689,972 | $489,751 | $458,352 |
| Fundraising | $886,278 | $1,037,853 | $407,783 | $490,907 | $523,267 |
| Total expenses | $12,816,554 | $27,402,984 | $7,856,598 | $7,408,855 | $7,165,010 |
| Change in net assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Surplus (deficit) | $7,753,936 | ($11,538,771) | $13,172,298 | $4,455,323 | $6,685,580 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $7,753,936 | ($11,538,771) | $13,172,298 | $4,455,323 | $6,685,580 |
Compensation
| Name | Title | Compensation |
| Charles L Bender III | CEO | $460,828 |
| Shannon Anderson | COO | $257,566 |
| Sabrina Hogue | CFO | $190,688 |
| Gina Fazio | Dir. Clinica | $163,519 |
| Ariella Peroni | Dir Human Re | $159,514 |
Compensation data as of: 12/31/2024
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 4/16/2026. To update the information below, please email: [email protected]
History
In the early 1990s, Pastors Tom and Donna Mullins traveled to Romania and Russia, where they visited multiple orphanages serving vulnerable children. What they witnessed left a lasting impression. In state-run institutions, basic needs were met, but children often lacked the warmth, consistency, and personal connection that fosters healthy development. In contrast, church-run homes operating under a family model created environments filled with stability, belonging, and hope.
The difference was unmistakable. Where children were known by name instead of number, where caregivers served as consistent parental figures, and where faith and community shaped daily life, healing began to take place. The Mullins saw firsthand that children thrive not simply when they are sheltered, but when they are loved, nurtured, and raised within a family-centered environment.
Moved by what they experienced, Tom and Donna began to pray. While the need overseas was evident, they felt a growing conviction to look closer to home. Were there children in their own community facing similar instability? Were there families struggling without support? Could the family model they had seen abroad be part of the solution here?
That season of prayer became the foundation for a vision: to create a place where vulnerable children and families would experience more than temporary care - they would experience the stability, dignity, and love of a true family environment.
What began as a burden on their hearts became a mission rooted in faith, compassion, and a commitment to transforming lives - one family at a time.
This has been the mission of Place of Hope from the beginning and will continue to be for the future.