Christian Community Service Center 
The information on this page was last updated 9/29/2026. If you see errors or omissions, please email: [email protected]
Summary
Helping Houston Families Move Forward
Contact information
Mailing address:
Christian Community Service Center
P.O. Box 27924
Houston, TX 77227
Website: ccschouston.org
Phone: 713-961-3993
Organization details
EIN: 742128141
CEO/President: Michelle Shonbeck
Chairman: Stacy Williams-Bagby
Board size: 12
Founder: J. Dean Robinson
Ruling year: 1980
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
Feeding Hunger, Fostering Hope, Furthering Success
Mission statement
To serve the poor, hungry, disabled and otherwise needy while respecting their religious, ethnic or cultural differences.
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: Community Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 1199 of 1538 | 118 of 165 |
| Fund acquisition rating | | 925 of 1539 | 88 of 165 |
| Resource allocation rating | | 839 of 1539 | 97 of 165 |
| Asset utilization rating | | 1290 of 1539 | 135 of 165 |
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% | 6% | 9% | 8% | 7% | 6% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 4% | 6% | 9% | 8% | 7% | 6% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 90% | 98% | 99% | 99% | 101% | 99% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 9% | 9% | 8% | 7% | 7% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 10% | 2% | 1% | 1% | -1% | 1% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 82% | 83% | 85% | 88% | 86% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 62% | 95% | 96% | 110% | 86% |
Program output ratio Program output ratio = Program services / Total revenue | 79% | 51% | 79% | 81% | 96% | 74% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | 38% | 5% | 4% | -10% | 14% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | 21% | 2% | 2% | -3% | 5% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 9% | 7% | 7% | 6% | 8% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.00 | 0.34 | 0.41 | 0.38 | 0.38 | 0.29 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.89 | 2.26 | 3.80 | 4.08 | 3.87 | 3.31 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.96 | 0.77 | 1.55 | 1.55 | 1.47 | 0.97 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 13.74 | 18.18 | 31.66 | 46.38 | 65.70 | 40.02 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.06 | 0.05 | 0.03 | 0.02 | 0.02 | 0.02 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.34 | 14.78 | 7.48 | 7.57 | 8.07 | 12.09 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 10% | 3% | 1% | 1% | 2% | 1% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 79% | 287% | 242% | 261% | 259% | 339% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $6,973,408 | $2,914,665 | $2,287,159 | $2,592,472 | $2,800,036 |
| Receivables, inventories, prepaids | $473,977 | $526,962 | $916,352 | $936,585 | $1,655,223 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $7,447,385 | $3,441,627 | $3,203,511 | $3,529,057 | $4,455,259 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $9,379,494 | $9,604,005 | $9,857,453 | $10,110,893 | $10,305,817 |
| Other long-term assets | $20,526 | $25,215 | $882 | $0 | $0 |
| Total long-term assets | $9,400,020 | $9,629,220 | $9,858,335 | $10,110,893 | $10,305,817 |
| Total assets | $16,847,405 | $13,070,847 | $13,061,846 | $13,639,950 | $14,761,076 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $95,967 | $92,704 | $69,076 | $53,714 | $111,320 |
| Other current liabilities | $313,635 | $16,000 | $0 | $0 | $0 |
| Total current liabilities | $409,602 | $108,704 | $69,076 | $53,714 | $111,320 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $20,526 | $27,193 | $0 | $219,874 | $16,154 |
| Total long-term liabilities | $20,526 | $27,193 | $0 | $219,874 | $16,154 |
| Total liabilities | $430,128 | $135,897 | $69,076 | $273,588 | $127,474 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $13,116,477 | $12,532,035 | $12,309,634 | $12,598,303 | $12,132,757 |
| With donor restrictions | $3,300,800 | $402,915 | $683,136 | $768,059 | $2,500,845 |
| Net assets | $16,417,277 | $12,934,950 | $12,992,770 | $13,366,362 | $14,633,602 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $9,041,032 | $5,571,330 | $5,141,729 | $4,731,866 | $4,991,242 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $168,130 | $99,983 | $66,839 | $19,765 | $185 |
| Other revenue | ($14,017) | ($59,149) | ($36,005) | ($47,502) | $31,963 |
| Total other revenue | $154,113 | $40,834 | $30,834 | ($27,737) | $32,148 |
| Total revenue | $9,195,145 | $5,612,164 | $5,172,563 | $4,704,129 | $5,023,390 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $4,689,910 | $4,447,953 | $4,202,458 | $4,533,043 | $3,700,904 |
| Management and general | $507,871 | $400,194 | $349,848 | $296,985 | $324,451 |
| Fundraising | $515,037 | $496,515 | $418,971 | $340,608 | $286,985 |
| Total expenses | $5,712,818 | $5,344,662 | $4,971,277 | $5,170,636 | $4,312,340 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $3,482,327 | $267,502 | $201,286 | ($466,507) | $711,050 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $3,482,327 | $267,502 | $201,286 | ($466,507) | $711,050 |
Compensation
| Name | Title | Compensation |
| Michelle Shonbeck | President & CEO | $196,644 |
| Karla Crabtree | Senior Director - Operations | $144,639 |
| Sara Pybus | Senior Director - Advancement | $126,098 |
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 9/29/2026. To update the information below, please email: [email protected]
History
Christian Community Service Center was founded through a grassroots effort begun in 1977 by J. Dean Robinson, a diaconal minister on the staff of St. Luke's United Methodist Church. In 1980, six churches (St. Luke's United Methodist, St. John the Divine Episcopal, St. Andrew's Presbyterian, Central Presbyterian, Bethany Christian and St. Stephen's Episcopal) incorporated to create CCSC as a Texas nonprofit corporation.
The original vision of the founding churches was to create an organization to fulfill the Church's call to meet the immediate needs of people in crisis. By banding together, churches could maximize community resources and prevent duplication of services. CCSC then became the local outreach office of its member churches, and today it is a coalition of 42 unique Christian churches.