Town and Country 
The information on this page was last updated 1/4/2026. If you see errors or omissions, please email: [email protected]
Summary
Town & Country is a nonprofit Life Plan Community for people 62+ that offers active independent living, assisted living, five star-rated skilled nursing and short-term rehabilitation care. And to complete our circle care, we just opened Grace Gardens, a brand-new memory care community. We are proud to have been recognized again in 2022 with a 5-STAR rating. We are the ONLY free-standing skilled nursing facility in Orange County with 5-stars in every category.
Located in a walkable neighborhood in central Orange County, Town & Country delivers a vibrant lifestyle in a picture-perfect garden setting. Whether taking your dog for a stroll, sipping tea by the reflecting pool or golfing on the putting green, you'll find an abundance of opportunities and activities right where you live.
For almost 50 years, this beautiful community has been exemplary at delivering a top-quality living environment at an excellent value. We live to embody Christian values in our intent and actions, while respecting and supporting people of all faiths.
Contact information
Mailing address:
Town and Country
555 E. Memory Lane
Santa Ana, CA 92706
Website: tcmanor.com
Phone: 714-547-7581
Email: [email protected]
Organization details
EIN: 951685807
CEO/President: Mr. Rob Goerzen
Chairman: Joe Lamendola
Board size: 10
Founder: Jennie Suppes
Ruling year: 1953
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 1988
Purpose
As a non-profit organization, Town & Country puts profits back into the community to provide a high standard of care, better programming, and beautiful amenities for our residents. Integrity and a strong moral compass grounded on Christian values guide our decisions in business, finance and care.
We are a licensed Life Plan community, also known as a Continuing Care Retirement Community (CCRC) by the State of California and offer independent living, assisted living, skilled nursing and rehabilitation all in one building. Our brand-new Grace Gardens Memory Care community is now open and we're accepting up to 88 residents with dementia or Alzheimer's for four separate neighborhoods.
Mission statement
To demonstrate the care, love and hope of Jesus Christ to senior adults.
Statement of faith
Articles
| 6/8/2026 | Aging With Dignity |
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 | | 753 of 1366 | 73 of 138 |
| Fund acquisition rating | | 727 of 1366 | 68 of 138 |
| Resource allocation rating | | 371 of 1366 | 53 of 138 |
| Asset utilization rating | | 1098 of 1367 | 109 of 138 |
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% | 147% | 101% | 61% | 0% | 0% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 4% | 1% | 1% | 1% | 0% | 0% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 91% | 0% | 1% | 1% | 10% | 13% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 1% | 1% | 0% | 0% | 0% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 9% | 100% | 99% | 99% | 90% | 87% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 87% | 88% | 87% | 86% | 85% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 98% | 104% | 107% | 105% | 87% |
Program output ratio Program output ratio = Program services / Total revenue | 80% | 86% | 91% | 93% | 90% | 74% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | 2% | -4% | -7% | -5% | 13% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | 3% | -6% | -10% | -7% | 12% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 10% | 12% | 12% | 13% | 14% | 15% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.01 | 0.55 | 0.52 | 0.47 | 0.41 | 0.27 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.89 | 2.44 | 2.62 | 2.72 | 2.65 | 2.22 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.18 | 1.35 | 1.36 | 1.28 | 1.10 | 0.59 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 10.99 | 6.01 | 5.80 | 5.83 | 6.59 | 4.67 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.08 | 0.17 | 0.17 | 0.17 | 0.15 | 0.21 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 4.65 | 7.41 | 7.32 | 7.75 | 9.28 | 15.93 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 11% | 66% | 68% | 69% | 68% | 68% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 59% | 61% | 63% | 62% | 55% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 76% | 62% | 62% | 65% | 77% | 122% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $5,419,463 | $5,165,559 | $5,733,090 | $6,960,237 | $15,781,045 |
| Receivables, inventories, prepaids | $2,883,215 | $2,416,204 | $2,528,827 | $2,406,182 | $2,333,797 |
| Short-term investments | $16,867,398 | $15,504,204 | $14,115,422 | $14,352,000 | $14,658,214 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $25,170,076 | $23,085,967 | $22,377,339 | $23,718,419 | $32,773,056 |
| Long-term investments | $0 | $0 | $0 | $0 | $795,423 |
| Fixed assets | $33,812,405 | $34,975,274 | $35,911,945 | $36,559,897 | $36,474,352 |
| Other long-term assets | $2,472,060 | $2,323,814 | $2,489,500 | $2,678,193 | $2,740,037 |
| Total long-term assets | $36,284,465 | $37,299,088 | $38,401,445 | $39,238,090 | $40,009,812 |
| Total assets | $61,454,541 | $60,385,055 | $60,778,784 | $62,956,509 | $72,782,868 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $3,874,651 | $3,697,357 | $3,507,348 | $3,232,077 | $6,425,757 |
| Other current liabilities | $313,082 | $280,915 | $330,993 | $367,937 | $596,800 |
| Total current liabilities | $4,187,733 | $3,978,272 | $3,838,341 | $3,600,014 | $7,022,557 |
| Debt | $36,051,717 | $37,096,532 | $38,118,839 | $39,123,335 | $40,109,748 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $267,686 | $31,659 | $64,442 | $131,900 | $2,000,769 |
| Total long-term liabilities | $36,319,403 | $37,128,191 | $38,183,281 | $39,255,235 | $42,110,517 |
| Total liabilities | $40,507,136 | $41,106,463 | $42,021,622 | $42,855,249 | $49,133,074 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $20,676,935 | $18,997,101 | $18,357,887 | $19,717,597 | $23,256,080 |
| With donor restrictions | $270,470 | $281,491 | $399,275 | $383,663 | $393,714 |
| Net assets | $20,947,405 | $19,278,592 | $18,757,162 | $20,101,260 | $23,649,794 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $142,534 | $179,105 | $228,840 | $2,522,156 | $2,849,778 |
| Program service revenue | $33,494,606 | $29,820,700 | $25,970,074 | $21,500,389 | $17,726,070 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $861,154 | $154,163 | $493,719 | $615,462 | $1,758,548 |
| Other revenue | $123,489 | $56,170 | $90,740 | $54,130 | $20,226 |
| Total other revenue | $34,479,249 | $30,031,033 | $26,554,533 | $22,169,981 | $19,504,844 |
| Total revenue | $34,621,783 | $30,210,138 | $26,783,373 | $24,692,137 | $22,354,622 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $29,696,837 | $27,430,494 | $24,847,359 | $22,245,575 | $16,534,951 |
| Management and general | $4,060,672 | $3,702,927 | $3,727,695 | $3,752,722 | $2,863,741 |
| Fundraising | $210,052 | $180,643 | $139,693 | $7,946 | $421 |
| Total expenses | $33,967,561 | $31,314,064 | $28,714,747 | $26,006,243 | $19,399,113 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $654,222 | ($1,103,926) | ($1,931,374) | ($1,314,106) | $2,955,509 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $654,222 | ($1,103,926) | ($1,931,374) | ($1,314,106) | $2,955,509 |
Compensation
| Name | Title | Compensation |
| Robert Goerzen | CEO/President | $334,503 |
| Gina Kolb | CFO | $303,133 |
| Joe Lamendola | Chairman | $273,016 |
| Mi Ran Melendez | Director of Nursing | $223,722 |
| Clarissa Baca | Admission Director | $215,324 |
| Marissa Preciado | Skilled Nursing Administrator | $206,331 |
| Ken Baldes | Board of Directors | $201,696 |
| Elizabeth White | Human Resources Director | $189,349 |
| Darlene Duarte | Director Of Sales | $158,236 |
Compensation data as of: 6/30/2025
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 1/4/2026. To update the information below, please email: [email protected]
History
Town & Country began with the vision of Mrs. Jennie Suppes, who prayed for a miracle after feeling called to build a furlough home for missionaries in Glendale, CA. However, she had very few resources and no financial means to pay for her vision. When oil was unexpectedly discovered on property that Mrs. Suppes owned, her vision was realized.
Interestingly, the amount she prayed for in order to build the Glendale Missionary Colony was the exact amount of the oil that pumped from her land before the well went dry!
By 1970, the property in Glendale, which included a 45-bed skilled nursing facility, had outgrown its ability to expand. A 8.5-acre property was purchased as the future home of Town & Country Manor. Over the next 25 years, Town & Country expanded it offerings, upgraded its programming, and elevated its skilled nursing and rehabilitation care to help its Independent and Assisted Living residents to live well and be well cared for.
View a complete article here: https://www.tcmanor.com/wp-content/uploads/2020/09/Town-Country-History.pdf