SOS International 
The information on this page was last updated 11/13/2024. If you see errors or omissions, please email: [email protected]
Summary
SOS develops sustainable solutions to the problems that at-risk children face every day. In response to the cries of children around the world, we call global communities to rally together around solutions that work.
Contact information
Mailing address:
SOS International
PO Box 209
Keller, TX 76244
Website: sosresponds.org
Phone: 817-898-0262
Email: [email protected]
Organization details
EIN: 870657642
CEO/President: Christie Anthony
Chairman: Thomas Weehunt
Board size: 11
Founder: Dwayne and Leslie Weehunt
Ruling year: 2000
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2012
Purpose
We believe that every cry of an at-risk child is worthy of hearing and responding to.
The first five years of a child's life form the foundation of their future. Meeting their basic needs during these vulnerable years improves their likelihood of reaching adulthood.
The SOS approach provides a pathway that secures their future and drastically improves their life prospects.
Mission statement
SOS is committed to developing sustainable solutions to problems at-risk children face every day. We are committed to being a voice that calls a community to rally around these solutions.
Statement of faith
The Gospel in Action
We value the communicating of the message of God's love for everyone in the entire world. As Ephesians 2:4-5 lays out, "But God is so rich in mercy, and he loved us so much, that even though we were dead because of our sins, he gave us life when he raised Christ from the dead. (It is only by God's grace that you have been saved!)." And John 3:16, "For this is how God loved the world: He gave his one and only Son, so that everyone who believes in him will not perish but have eternal life." God sent His son to save the world!
To share the Gospel effectively, we communicate it through our words and our actions. We seek to be authentic witnesses by telling others they are loved by Jesus and by showing his love to them.
Service
We value volunteerism, men and women who are willing to give of themselves, their talent and their time to see the Kingdom advanced. The value of the selfless act of serving others was modeled by the New Testament Church consistently, and we believe it is essential in the growth of our walk with Christ.
The Mandate
We value the Great Commission as described in Matthew 28:18-20. "Jesus came and told His disciples, 'I have been given complete authority in heaven and on earth. Therefore, go and make disciples of all the nations, baptizing them in the name of the Father and the Son and the Holy Spirit. Teach these new disciples to obey all the commands I have given you. And be sure of this: I am with you always, even to the end of the age.'"
We value the conscious efforts of the Church, in its corporate capacity, to proclaim the Gospel among peoples in the nations. We value missions and the work of the Church to become an irresistible influence to an unbelieving world.
Equip and Engage
Jesus said, "The workers are few." We equip, train and engage people in serving around the world. We will do that by training them to serve, creating opportunities for them to serve and supporting them while they serve.
The Impoverished
We serve a living God who is active in meeting people's needs, physically and spiritually. Scripture is clear that He calls us to follow Him in this endeavor. We reach out to those in need, showing Christ's love with the goal of meeting their physical and spiritual needs. People often most clearly see the Gospel in action in the form of meeting needs.
The Church
God intended for the Church to be the primary instrument to reach the world and make disciples. All of the staff and board of SOS International are committed, giving, and serving members of local congregations. Our primary emphasis is to empower and equip members of the Body of Christ to effectively reach the world. This is achieved by designing and supporting outreaches that allow an opportunity for them to love the lost and the needy. We believe that the local body of Christ is the hope of the world.
Leadership
We define leadership as a strategic, passionate influence that affects change. We recognize that good leadership is one of the keys to effective ministry. We seek to invest in leaders, both within SOS and in the communities we serve, who will be capable of accomplishing outstanding results through loving and serving their communities with excellence.
Relationships
We are committed to establishing long-lasting relationships that will increase impact and ensure strong, long-lasting direction for each of the projects we support and are involved in. Our motivation comes from our desire for all our projects to be an extension of God's Kingdom.
Worship
Worship is the point of missions. Effective missions awaken a hunger for God's glory, stirring hearts and minds with an awe and awareness of the greatness of God. Mission rings with the truth "Great is the Lord! He is most worthy of praise! He is to be feared above all the gods" (Psalm 96:4).
Sustainable and Reproducible Models
We value the development of models of ministry that can be sustained and multiplied within the cultural context in which implementation happens. We partner with Local Care Networks on the ground to assess locally available resources and partner in executing solutions that bring about lasting change.
Donor confidence score
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Foreign Missions
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 112 of 1117 | 9 of 123 |
| Fund acquisition rating | | 258 of 1118 | 34 of 123 |
| Resource allocation rating | | 426 of 1118 | 40 of 123 |
| Asset utilization rating | | 80 of 1117 | 10 of 123 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 5% | 3% | 2% | 2% | 2% | 3% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 3% | 2% | 2% | 2% | 3% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 98% | 103% | 102% | 101% | 97% | 105% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 3% | 2% | 2% | 2% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 2% | -3% | -2% | -1% | 3% | -5% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 88% | 91% | 92% | 89% | 86% |
Spending ratio Spending ratio = Total expenses / Total revenue | 99% | 98% | 102% | 101% | 96% | 89% |
Program output ratio Program output ratio = Program services / Total revenue | 85% | 86% | 93% | 93% | 86% | 76% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 1% | 2% | -2% | -1% | 4% | 11% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 10% | -12% | -3% | 12% | 27% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 9% | 9% | 7% | 5% | 8% | 11% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.38 | 3.14 | 3.48 | 3.17 | 2.11 | 1.44 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.30 | 2.87 | 3.43 | 3.09 | 3.36 | 4.37 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.28 | 9.02 | 11.96 | 9.79 | 7.08 | 6.28 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 18.20 | 18.34 | 5.50 | 7.95 | 10.25 | 3.48 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.05 | 0.05 | 0.18 | 0.13 | 0.10 | 0.29 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.05 | 1.26 | 0.82 | 1.07 | 1.53 | 1.36 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 7% | 26% | 33% | 28% | 27% | 35% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 23% | 24% | 24% | 24% | 28% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 62% | 24% | 19% | 23% | 35% | 45% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $1,029,637 | $824,285 | $986,464 | $943,998 | $717,694 |
| Receivables, inventories, prepaids | $86,393 | $98,102 | $88,155 | $56,778 | $46,122 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $1,116,030 | $922,387 | $1,074,619 | $1,000,776 | $763,816 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $2,070,910 | $2,147,829 | $2,226,529 | $2,314,843 | $2,523,597 |
| Other long-term assets | $15,518 | $95,583 | $15,000 | $51,590 | $54,036 |
| Total long-term assets | $2,086,428 | $2,243,412 | $2,241,529 | $2,366,433 | $2,577,633 |
| Total assets | $3,202,458 | $3,165,799 | $3,316,148 | $3,367,209 | $3,341,449 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $60,837 | $167,698 | $135,164 | $97,603 | $219,643 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $60,837 | $167,698 | $135,164 | $97,603 | $219,643 |
| Debt | $746,914 | $766,696 | $785,280 | $800,000 | $947,120 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $15,518 | $95,584 | $0 | $0 | $0 |
| Total long-term liabilities | $762,432 | $862,280 | $785,280 | $800,000 | $947,120 |
| Total liabilities | $823,269 | $1,029,978 | $920,444 | $897,603 | $1,166,763 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $0 | $0 | $0 | $0 | $0 |
| With donor restrictions | $0 | $0 | $0 | $0 | $0 |
| Net assets | $2,379,189 | $2,135,821 | $2,395,704 | $2,469,606 | $2,174,686 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $10,571,312 | $10,978,572 | $10,552,313 | $7,165,526 | $5,640,549 |
| Program service revenue | $0 | $10,481 | $16,480 | $75,207 | $5,348 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $7,857 | $22,939 | $1,758 | $363,195 | $1,052 |
| Other revenue | ($272,437) | ($242,414) | ($120,953) | ($210,363) | ($253,637) |
| Total other revenue | ($264,580) | ($208,994) | ($102,715) | $228,039 | ($247,237) |
| Total revenue | $10,306,732 | $10,769,578 | $10,449,598 | $7,393,565 | $5,393,312 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $8,848,618 | $9,983,800 | $9,723,037 | $6,332,940 | $4,103,158 |
| Management and general | $914,482 | $792,724 | $558,235 | $598,336 | $535,600 |
| Fundraising | $300,264 | $252,937 | $242,228 | $156,883 | $157,145 |
| Total expenses | $10,063,364 | $11,029,461 | $10,523,500 | $7,088,159 | $4,795,903 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | $243,368 | ($259,883) | ($73,902) | $305,406 | $597,409 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $243,368 | ($259,883) | ($73,902) | $305,406 | $597,409 |
Compensation
| Name | Title | Compensation |
| Thomas Dwayne Weehunt | President | $112,668 |
| Mark Mueller | CFO | $102,743 |
| Christie Anthony | Executive Dir. | $60,609 |
| Leslie C Weehunt | Secretary | $58,630 |
Compensation data as of: 12/31/2023
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 11/13/2024. To update the information below, please email: [email protected]
History
In 2000, Dwayne and Leslie Weehunt founded SOS International.
Their vision: to respond and meet the needs of at-risk children in communities around the world.
For decades, SOS has developed and implemented solutions that help secure and protect at-risk children.
We focus on four key areas that have the greatest potential for impacting children's lives: food, water, rescue and community development.