OneChild / formerly One Child Matters and Mission of Mercy 
The information on this page was last updated 1/4/2023. If you see errors or omissions, please email: [email protected]
Summary
We help children in poverty reach their full potential and discover hope. We meet basic needs, help children recognize their strengths and encourage them to overcome the challenges they face. We help them build resilience in the face of hardship and develop life skills so that they will become the teachers, policemen, doctors, and leaders who will transform their communities. We do this locally by creating a global community of Child Champions. While our vision for thriving children is global, we know we can only achieve this vision by thinking locally, connecting churches and communities around the world to each other - local to local.
Contact information
Mailing address:
OneChild
P.O. Box 62600
Colorado Springs, CO 80962
Website: www.onechild.org
Phone: (800) 864-0200
Email: [email protected]
Organization details
EIN: 841087689
CEO/President: Dr. Scott C. Todd
Chairman: Dana Rasic
Board size: 6
Founder: Mark and Huldah Buntain
Ruling year: 1989
Tax deductible: Yes
Fiscal year end: 09/30
Member of ECFA: Yes
Member of ECFA since: 1982
Purpose
We see a world where every child in poverty has a champion - someone who loves them and supports them as they overcome adversity. Someone who believes in them, listens to them, and challenges them to persevere. Uplifted by Child Champions, we see children thriving, filled with hope, strong in faith and equipped to make the world better - from the renewal of local communities to the eradication of global poverty.
Mission statement
As a global community of Child Champions, we advocate for children in hard places and provide holistic care so they have hope and thrive.
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Relief and Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 721 of 1094 | 55 of 84 |
| Fund acquisition rating | | 959 of 1097 | 75 of 84 |
| Resource allocation rating | | 880 of 1097 | 68 of 84 |
| Asset utilization rating | | 109 of 1094 | 12 of 84 |
Financial ratios
| Funding ratios | Sector median | 2021 | 2020 | 2019 | 2018 | 2017 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 6% | 13% | 12% | 16% | 15% | 14% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 6% | 13% | 12% | 16% | 15% | 14% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 99% | 100% | 100% | 100% | 100% | 101% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 14% | 13% | 15% | 15% | 14% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 1% | 0% | 0% | 0% | 0% | -1% |
| Operating ratios | Sector median | 2021 | 2020 | 2019 | 2018 | 2017 |
Program expense ratio Program expense ratio = Program services / Total expenses | 85% | 78% | 80% | 77% | 77% | 78% |
Spending ratio Spending ratio = Total expenses / Total revenue | 93% | 94% | 98% | 105% | 100% | 103% |
Program output ratio Program output ratio = Program services / Total revenue | 79% | 74% | 78% | 80% | 78% | 80% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 7% | 6% | 2% | -5% | 0% | -3% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 19% | 27% | 14% | -34% | -1% | -15% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 7% | 8% | 8% | 8% | 8% | 9% |
| Investing ratios | Sector median | 2021 | 2020 | 2019 | 2018 | 2017 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.52 | 3.93 | 4.50 | 5.85 | 4.45 | 4.18 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.23 | 1.07 | 1.08 | 1.11 | 1.12 | 1.15 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.09 | 4.21 | 4.88 | 6.49 | 4.98 | 4.80 |
| Liquidity ratios | Sector median | 2021 | 2020 | 2019 | 2018 | 2017 |
Current ratio Current ratio = Total current assets / Total current liabilities | 10.79 | 6.54 | 9.45 | 3.98 | 7.41 | 6.18 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.09 | 0.15 | 0.11 | 0.25 | 0.13 | 0.16 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 4.72 | 2.41 | 2.20 | 1.38 | 2.08 | 2.10 |
| Solvency ratios | Sector median | 2021 | 2020 | 2019 | 2018 | 2017 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 11% | 14% | 27% | 23% | 12% | 14% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 17% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 62% | 22% | 16% | 13% | 20% | 21% |
Financials
| Balance sheet | |||||
| Assets | 2021 | 2020 | 2019 | 2018 | 2017 |
| Cash | $2,058,853 | $2,193,380 | $782,943 | $1,198,984 | $1,240,024 |
| Receivables, inventories, prepaids | $426,389 | $329,246 | $436,646 | $420,408 | $404,195 |
| Short-term investments | $1,946,588 | $1,195,997 | $1,754,564 | $1,846,569 | $1,828,218 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $4,431,830 | $3,718,623 | $2,974,153 | $3,465,961 | $3,472,437 |
| Long-term investments | $0 | $0 | $0 | $1,483 | $4,640 |
| Fixed assets | $236,365 | $255,477 | $286,541 | $361,510 | $456,257 |
| Other long-term assets | $79,604 | $54,849 | $43,388 | $53,735 | $55,956 |
| Total long-term assets | $315,969 | $310,326 | $329,929 | $416,728 | $516,853 |
| Total assets | $4,747,799 | $4,028,949 | $3,304,082 | $3,882,689 | $3,989,290 |
| Liabilities | 2021 | 2020 | 2019 | 2018 | 2017 |
| Payables and accrued expenses | $677,490 | $393,449 | $747,594 | $467,463 | $561,701 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $677,490 | $393,449 | $747,594 | $467,463 | $561,701 |
| Debt | $0 | $683,950 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $0 | $683,950 | $0 | $0 | $0 |
| Total liabilities | $677,490 | $1,077,399 | $747,594 | $467,463 | $561,701 |
| Net assets | 2021 | 2020 | 2019 | 2018 | 2017 |
| Without donor restrictions | $1,685,656 | $1,233,874 | $952,655 | $1,535,049 | $1,542,415 |
| With donor restrictions | $2,384,653 | $1,717,676 | $1,603,833 | $1,880,177 | $1,885,174 |
| Net assets | $4,070,309 | $2,951,550 | $2,556,488 | $3,415,226 | $3,427,589 |
| Revenues and expenses | |||||
| Revenue | 2021 | 2020 | 2019 | 2018 | 2017 |
| Total contributions | $19,705,770 | $18,483,992 | $18,380,248 | $17,201,511 | $16,279,506 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $43,138 | $58,497 | $73,269 | $52,626 | ($130,329) |
| Other revenue | $14 | $0 | ($9,573) | $0 | $0 |
| Total other revenue | $43,152 | $58,497 | $63,696 | $52,626 | ($130,329) |
| Total revenue | $19,748,922 | $18,542,489 | $18,443,944 | $17,254,137 | $16,149,177 |
| Expenses | 2021 | 2020 | 2019 | 2018 | 2017 |
| Program services | $14,583,369 | $14,433,889 | $14,816,119 | $13,383,849 | $12,923,076 |
| Management and general | $1,535,989 | $1,429,705 | $1,601,424 | $1,348,053 | $1,481,596 |
| Fundraising | $2,538,479 | $2,278,445 | $2,899,200 | $2,543,542 | $2,265,896 |
| Total expenses | $18,657,837 | $18,142,039 | $19,316,743 | $17,275,444 | $16,670,568 |
| Change in net assets | 2021 | 2020 | 2019 | 2018 | 2017 |
| Surplus (deficit) | $1,091,085 | $400,450 | ($872,799) | ($21,307) | ($521,391) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $1,091,085 | $400,450 | ($872,799) | ($21,307) | ($521,391) |
Compensation
| Name | Title | Compensation |
| Dana Rasic | Chairman & Director, Not Comp. by OC | $382,050 |
| Nathan Merrill | Fmr Officer, Not Compensated by OC | $271,391 |
| Mark Pluimer | Fmr President/Chairman of the Board | $213,517 |
| Scott Todd | President | $181,428 |
| Chris Jorgensen | VP of Operations/Finance (part year) | $151,624 |
| Jenny Kennedy | Assistant Secretary (part year) | $140,262 |
| Jeffrey Mawhirter | IT Manager and System Administrator | $133,710 |
| Rick Mitchell | VP of Marketing | $132,246 |
| Kristin Ahn | VP of Brand and Communications | $122,776 |
| Candice Wigington | Ministry Representative | $114,855 |
| Don Morgan Director | Not Compensated by OC (part year) | $63,140 |
| Austin Harbach | Assistant Secretary | $57,939 |
| Dale Turner | Director, Not Compensated by OC | $53,749 |
| Daniel Vagle | Vice Chair, Not Compensated by OC | $53,749 |
Compensation data as of: 9/30/2020
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 1/4/2023. To update the information below, please email: [email protected]
History
1954 - Our founders, Mark and Huldah Buntain, launched Compassionate Ministries in Calcutta after witnessing the desperate needs of the poor living there.
1985 - The Child Sponsorship Program started with the aim of helping children in poverty who could not afford to go to school. It launched with 3,000 children receiving services. Since then, thousands of children have graduated from the program, many becoming leaders in their communities and giving back.
1990 - Mission of Mercy Merged with Bethesda Ministries.
1992 - Expansion into Cambodia: After the fall of the Khmer Rouge, Mission of Mercy partnered with missionaries to go into this devastated country.
1998 - Expansion into Ethiopia: The very first Hope Center in Ethiopia is in the heart of Addis Ababa, with an incredible outreach to children in poverty in the community.
1998 - Expansion into Kenya: Hapi Wanje's vision to give hope to hurting children in Kenya extends all the way to Turkana, one of the most remote, impoverished parts of his native land. Today Hapi serves OneChild as Regional Program Support Manager: Africa.
2000: Expansion into Honduras: Jose Antonio Duron had the opportunity to live in the US but felt God call him to return to Honduras to help vulnerable children in poverty where he grew up. Today, as OneChild's Honduras Country Director, he is helping transform lives through child sponsorship.
2002 - OneChild developed partnerships with local organizations in the Middle East to help children in poverty thrive in this complex region. Through child sponsorship, children in the Middle East are finding new beginnings.
2004 - Expansion into the Philippines: Under the leadership of Rosalina Manette Cosico, Philippines Country Director, our ministry in the Philippines has flourished. Her heart and passion is for the children in hard-to-reach places, from the isolated mountainous terrain to the poor fishing villages along the islands' coasts.
2006 - Expansion into the Dominican Republic: Yolie Lalama Garrido's love for the children in the Dominican Republic led the way for our expansion into this beautiful but impoverished country. She was instrumental in selecting and training our country and Hope Center staff.
2011 - Expansion into Zimbabwe: Still under the leadership of Pastors Dixon and Chipo Changara, the children in our community's care in Zimbabwe are thriving.
2012 - Mission of Mercy becomes One Child Matters.
2013 - Expansion into Nicaragua: Under the leadership of Dr. Osmany Altamirano, we expanded into Nicaragua, a country that has experienced tremendous political unrest in recent years. Dr. Altamirano and his team, at great personal risk, delivered critical supplies to the children and their families in our program even during the height of this unrest.
2017 - Establishing the Voice of Youth: This program innovation gave children over 11 years of age a regular opportunity to give feedback on the care and programming they receive in the Hope Centers.
2017 - Five signs of the Generational Church: We created this model to help our church partners understand the impact the church can have on future generations with a focus on children in poverty.
2019 - One Child Matters becomes OneChild: This evolution in our brand is intended to represent something that has already begun and will continue for years to come: The growth of a global community of Child Champions, men and women who serve and make sacrifices to give children in poverty true hope and a better life.
Program accomplishments
Needs
OneChild sponsors do more than encourage a child in need. They provide education, healthcare, spiritual guidance, and community for a child who could have a big, bright beautiful future - if surrounded by supporters. OneChild sponsors empower that community. They sacrifice for the good of those children and become champions in their eyes.