Presbyterian Children's Homes & Services 
The information on this page was last updated 3/13/2026. If you see errors or omissions, please email: [email protected]
Summary
With faithful support from individuals, churches and foundations, we serve nearly 4,500 children and families across three states every year. As stewards of this trust and support, we follow these tenets of excellence to ensure families achieve self-sufficiency and children are placed into loving, permanent homes.
Contact information
Mailing address:
Presbyterian Children's Homes & Services
P.O. Box 140888
Austin, TX 78714-9981
Website: www.pchas.org
Phone: 800.888.1904
Email: [email protected]
Organization details
EIN: 750818172
CEO/President: David Thompson
Chairman: Joe Brandt
Board size: 18
Founder: Leontine Hector Blaney
Ruling year: 1946
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
A world where every child is safe, every family is strong, and hope outshines hardship.
Mission statement
Guided by Christ's love, PCHAS empowers children, young adults, and families by nurturing their strengths, resilience, and faith.
Statement of faith
Articles
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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 | | 1167 of 1420 | 46 of 58 |
| Fund acquisition rating | | 1215 of 1420 | 46 of 58 |
| Resource allocation rating | | 395 of 1420 | 29 of 58 |
| Asset utilization rating | | 1344 of 1421 | 53 of 58 |
According to the organization's Form 990, it received $807,263 in government grants in 2024.
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2024 | 2023 | 2022 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 10% | 33% | 33% | 36% | 35% | 37% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 8% | 8% | 10% | 11% | 10% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 67% | 25% | 24% | 27% | 30% | 27% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 9% | 9% | 9% | 9% | 9% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 33% | 75% | 76% | 73% | 70% | 73% |
| Operating ratios | Sector median | 2024 | 2023 | 2022 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 80% | 81% | 82% | 81% | 80% | 80% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 92% | 92% | 113% | 113% | 119% |
Program output ratio Program output ratio = Program services / Total revenue | 74% | 74% | 75% | 92% | 91% | 95% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | 8% | 8% | -13% | -13% | -19% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 1% | 1% | 1% | -2% | -2% | -2% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 12% | 10% | 9% | 10% | 11% | 12% |
| Investing ratios | Sector median | 2024 | 2023 | 2022 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.76 | 0.14 | 0.14 | 0.16 | 0.13 | 0.15 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.74 | 4.03 | 4.18 | 4.16 | 3.86 | 3.78 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.54 | 0.56 | 0.60 | 0.65 | 0.50 | 0.56 |
| Liquidity ratios | Sector median | 2024 | 2023 | 2022 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 12.12 | 91.44 | 88.16 | 53.54 | 67.55 | 84.68 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.08 | 0.01 | 0.01 | 0.02 | 0.01 | 0.01 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.91 | 21.06 | 19.87 | 18.17 | 23.46 | 21.27 |
| Solvency ratios | Sector median | 2024 | 2023 | 2022 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 2% | 2% | 2% | 4% | 2% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 1% | 3% | 1% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 111% | 698% | 685% | 628% | 737% | 665% |
Financials
| Balance sheet | |||||
| Assets | 2024 | 2023 | 2022 | 2020 | 2019 |
| Cash | $10,143,118 | $7,020,128 | $5,929,360 | $7,075,203 | $6,391,019 |
| Receivables, inventories, prepaids | $6,691,805 | $6,822,650 | $5,193,639 | $5,682,766 | $6,377,287 |
| Short-term investments | $29,200,950 | $27,989,925 | $27,363,634 | $34,091,357 | $31,662,494 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $46,035,873 | $41,832,703 | $38,486,633 | $46,849,326 | $44,430,800 |
| Long-term investments | $31,380,198 | $30,418,290 | $28,019,718 | $35,647,050 | $33,330,113 |
| Fixed assets | $16,074,740 | $16,522,361 | $16,808,063 | $15,850,992 | $12,662,861 |
| Other long-term assets | $91,987,240 | $86,032,154 | $76,924,405 | $82,493,386 | $77,373,841 |
| Total long-term assets | $139,442,178 | $132,972,805 | $121,752,186 | $133,991,428 | $123,366,815 |
| Total assets | $185,478,051 | $174,805,508 | $160,238,819 | $180,840,754 | $167,797,615 |
| Liabilities | 2024 | 2023 | 2022 | 2020 | 2019 |
| Payables and accrued expenses | $503,480 | $474,532 | $718,891 | $693,600 | $524,689 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $503,480 | $474,532 | $718,891 | $693,600 | $524,689 |
| Debt | $0 | $0 | $1,120,281 | $4,837,697 | $1,456,607 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $3,889,066 | $3,375,109 | $1,811,015 | $1,423,048 | $1,145,400 |
| Total long-term liabilities | $3,889,066 | $3,375,109 | $2,931,296 | $6,260,745 | $2,602,007 |
| Total liabilities | $4,392,546 | $3,849,641 | $3,650,187 | $6,954,345 | $3,126,696 |
| Net assets | 2024 | 2023 | 2022 | 2020 | 2019 |
| Without donor restrictions | $88,753,759 | $83,338,475 | $75,618,204 | $82,762,204 | $78,597,684 |
| With donor restrictions | $92,331,746 | $87,617,392 | $80,970,428 | $91,124,205 | $86,073,235 |
| Net assets | $181,085,505 | $170,955,867 | $156,588,632 | $173,886,409 | $164,670,919 |
| Revenues and expenses | |||||
| Revenue | 2024 | 2023 | 2022 | 2020 | 2019 |
| Total contributions | $7,133,516 | $6,542,519 | $5,986,694 | $6,282,230 | $5,688,112 |
| Program service revenue | $12,616,341 | $10,239,996 | $9,392,046 | $8,276,633 | $9,559,833 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $7,491,800 | $9,155,208 | $5,281,933 | $5,036,411 | $4,770,276 |
| Other revenue | $1,051,582 | $1,237,531 | $1,357,712 | $1,210,117 | $816,295 |
| Total other revenue | $21,159,723 | $20,632,735 | $16,031,691 | $14,523,161 | $15,146,404 |
| Total revenue | $28,293,239 | $27,175,254 | $22,018,385 | $20,805,391 | $20,834,516 |
| Expenses | 2024 | 2023 | 2022 | 2020 | 2019 |
| Program services | $21,001,082 | $20,506,035 | $20,283,333 | $18,903,921 | $19,781,654 |
| Management and general | $2,596,640 | $2,298,737 | $2,481,359 | $2,507,040 | $2,867,796 |
| Fundraising | $2,345,131 | $2,169,501 | $2,171,661 | $2,193,543 | $2,116,986 |
| Total expenses | $25,942,853 | $24,974,273 | $24,936,353 | $23,604,504 | $24,766,436 |
| Change in net assets | 2024 | 2023 | 2022 | 2020 | 2019 |
| Surplus (deficit) | $2,350,386 | $2,200,981 | ($2,917,968) | ($2,799,113) | ($3,931,920) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $2,350,386 | $2,200,981 | ($2,917,968) | ($2,799,113) | ($3,931,920) |
Compensation
| Name | Title | Compensation |
| David Thompson | President | $306,028 |
| Peter Crouch | SVP Development | $239,426 |
| J Randall Spencer | Corp Secretary | $228,772 |
| Robert G Giegling | SVP Programs | $225,164 |
| Crystal Kirby | Corp Treasurer | $223,520 |
| Cindy Lively | VP Admin & Program Support | $184,518 |
| Jeanine Watson | VP Human Resources | $182,830 |
| Shannon Scott Waller | Regional Director | $134,012 |
| Kimberly Rutherford | Director of IT Operations | $127,129 |
| Karen Havenhill | Asst Treasurer | $121,417 |
| Thomas Coon | Senior Web Developer | $118,778 |
| Steven Mullenix | Director of IT Operations | $109,806 |
| Kellie Schneider | Asst Secretary | $77,295 |
| Jordann Perez | Asst Secretary | $62,820 |
| Kelly Rodgers | Asst Secretary | $53,216 |
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 3/13/2026. To update the information below, please email: [email protected]
History
Presbyterian Children's Homes and Services (PCHAS) is the result of several mergers of children's agencies. The first merger involved two Texas children's agencies, Presbyterian Children's Homes (PCH) and Presbyterian Children's Services (PCS).
Presbyterian Children's Homes (PCH) was founded in 1903 when a young mother dying of tuberculosis, Leontine Hector Blaney, met with the pastor of First Presbyterian Church of Dallas and arranged for the care of her four children upon her death. In response, the women of the church rented a home, hired a matron and created an orphanage. In 1905, the ministry moved to Itasca, Texas. The campus still operates today as PCHAS' Itasca Foster Care Village.
A few years later and not too far away, the Presbytery of Abilene started a separate home for orphans in 1916 called the Reynolds Presbyterian Orphanage and School in Albany, TX. This ministry moved to Dallas in 1923 and then to Waxahachie in 1960. In 1998 its name was changed to Presbyterian Children's Services (PCS). The Waxahachie campus is still in operation and serves foster families, families experiencing trauma, struggling single parents and youth who have aged out of foster care.
In 2002, these two beloved Texas children's agencies merged to create Presbyterian Children's Homes and Services (PCHAS). The name changed again when PCHAS began providing the Child & Family Program in Baton Rouge (2014) and the next year in New Orleans. The agency with a long history deserved a long name: Presbyterian Children's Homes and Services of Texas and Louisiana.
The second merger occurred on January 1, 2010 when PCHAS merged with an adoption agency, Homes of St. Mark. Located in Houston, with ties to the Episcopal Church, it became PCHAS' Foster Care and Adoption program. A long-reaching outcome of this merger was that PCHAS invested more in cultivating connections between biological and foster parents, for the benefit of the child.
Lastly, in 2018, PCHAS of Texas and Louisiana merged with PCHAS of Missouri to operate under the name Presbyterian Children's Homes and Services (PCHAS). The Missouri organization traced its roots back to 1914 in Farmington, Missouri, where Presbyterian pastors and elders founded an orphanage for children whose parents died in mining accidents. The Farmington Children's Home grew to include numerous homes and a working farm. Over the years, additional programs were added to help foster children, young adults and families.
Presbyterian Children's Homes and Services begins its 123rd year of service this year, serving 39 locations with one or more of the agency's 12 programs. Annually, PCHAS serves 4,500 children and families in need throughout Texas, Missouri, and Louisiana. We invite you to partner with us to help children, strengthen families, and build community.