Olive Crest 
The information on this page was last updated 11/18/2022. If you see errors or omissions, please email: [email protected]
Summary
Olive Crest transforms the lives of children and families in crisis through the healing power of God, family, and community.
Contact information
Mailing address:
Olive Crest
2130 E 4th Street
Suite 200
Santa Ana, CA 92705
Website: olivecrest.org
Phone: 714-543-5437
Email: [email protected]
Organization details
EIN: 952877102
CEO/President: Donald A. Verleur II
Chairman: Pike Lambeth
Board size: 5
Founder: Dr. Don and Lois Verleur
Ruling year: 1978
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 1988
Purpose
Vision: A strong family for every child.
Mission statement
Olive Crest is dedicated to preventing child abuse by strengthening, equipping, and restoring children and families in crisis..."One Life at a Time."
Statement of faith
Olive Crest was established on, and continues to honor, Biblical principles and values. Olive Crest acknowledges the existence of a Creator through whom the restoration and healing of a person's life can be fully accomplished. Olive Crest is driven by faith and demonstrates values of truth, grace, and servanthood through our service to children and families in crisis.
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Adoption/Foster Care
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 212 of 1091 | 5 of 34 |
| Fund acquisition rating | | 501 of 1094 | 13 of 34 |
| Resource allocation rating | | 352 of 1094 | 8 of 34 |
| Asset utilization rating | | 185 of 1091 | 6 of 34 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 9% | 6% | 9% | 8% | 13% | 21% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 4% | 4% | 5% | 4% | 6% | 10% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 63% | 62% | 49% | 50% | 49% | 51% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 4% | 4% | 5% | 4% | 7% | 11% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 37% | 38% | 51% | 50% | 51% | 49% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 88% | 87% | 88% | 86% | 79% |
Spending ratio Spending ratio = Total expenses / Total revenue | 95% | 95% | 97% | 98% | 98% | 100% |
Program output ratio Program output ratio = Program services / Total revenue | 79% | 84% | 85% | 86% | 84% | 79% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 5% | 5% | 3% | 2% | 2% | 0% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 8% | 13% | 7% | 7% | 8% | 0% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 8% | 9% | 8% | 8% | 10% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.83 | 1.64 | 1.67 | 1.78 | 1.88 | 2.33 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.31 | 1.64 | 1.78 | 2.04 | 2.23 | 2.38 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.39 | 2.68 | 2.97 | 3.64 | 4.18 | 5.53 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 10.56 | 4.21 | 3.66 | 3.24 | 3.41 | 2.36 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.10 | 0.24 | 0.27 | 0.31 | 0.29 | 0.42 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.87 | 3.41 | 2.94 | 2.28 | 2.03 | 1.25 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 39% | 42% | 43% | 44% | 47% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 21% | 24% | 27% | 29% | 27% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 91% | 37% | 35% | 32% | 30% | 23% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $15,137,181 | $13,028,164 | $8,443,680 | $5,871,343 | $2,169,800 |
| Receivables, inventories, prepaids | $9,588,447 | $7,994,184 | $8,894,948 | $9,200,326 | $6,649,301 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $24,725,628 | $21,022,348 | $17,338,628 | $15,071,669 | $8,819,101 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $15,396,995 | $15,913,512 | $17,642,177 | $18,493,970 | $11,614,228 |
| Other long-term assets | $387,109 | $487,108 | $367,810 | $26,188 | $542,440 |
| Total long-term assets | $15,784,104 | $16,400,620 | $18,009,987 | $18,520,158 | $12,156,668 |
| Total assets | $40,509,732 | $37,422,968 | $35,348,615 | $33,591,827 | $20,975,769 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $5,136,228 | $5,025,291 | $4,651,313 | $4,303,051 | $3,626,560 |
| Other current liabilities | $740,264 | $716,622 | $692,620 | $114,773 | $114,773 |
| Total current liabilities | $5,876,492 | $5,741,913 | $5,343,933 | $4,417,824 | $3,741,333 |
| Debt | $8,520,045 | $9,018,213 | $9,463,515 | $9,872,366 | $5,626,563 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $1,405,725 | $1,027,278 | $385,174 | $538,468 | $402,353 |
| Total long-term liabilities | $9,925,770 | $10,045,491 | $9,848,689 | $10,410,834 | $6,028,916 |
| Total liabilities | $15,802,262 | $15,787,404 | $15,192,622 | $14,828,658 | $9,770,249 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $24,135,752 | $21,176,682 | $19,580,620 | $18,202,928 | $10,907,590 |
| With donor restrictions | $571,718 | $458,882 | $575,373 | $560,241 | $297,930 |
| Net assets | $24,707,470 | $21,635,564 | $20,155,993 | $18,763,169 | $11,205,520 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $43,344,181 | $31,659,900 | $32,291,931 | $31,630,527 | $24,870,735 |
| Program service revenue | $25,660,590 | $30,435,551 | $31,467,810 | $30,863,517 | $21,700,265 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $726 | $741,924 | ($29,346) | $496,253 | ($2,456) |
| Other revenue | $479,594 | $1,167,854 | $808,748 | $1,577,514 | $2,241,041 |
| Total other revenue | $26,140,910 | $32,345,329 | $32,247,212 | $32,937,284 | $23,938,850 |
| Total revenue | $69,485,091 | $64,005,229 | $64,539,143 | $64,567,811 | $48,809,585 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $58,271,210 | $54,141,126 | $55,529,345 | $53,966,346 | $38,542,749 |
| Management and general | $5,386,404 | $5,358,526 | $5,080,260 | $4,919,859 | $5,103,022 |
| Fundraising | $2,663,998 | $2,899,358 | $2,422,848 | $4,131,649 | $5,124,894 |
| Total expenses | $66,321,612 | $62,399,010 | $63,032,453 | $63,017,854 | $48,770,665 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $3,163,479 | $1,606,219 | $1,506,690 | $1,549,957 | $38,920 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $3,163,479 | $1,606,219 | $1,506,690 | $1,549,957 | $38,920 |
Compensation
| Name | Title | Compensation |
| Donald Verleur II | CEO/President | $381,502 |
| Sharon Dean | CAO | $204,747 |
| Kerri Dunkelberger | Ex Dir Orange County | $194,408 |
| Justin Laird | CFO/Treasurer | $194,275 |
| Tracy Fitzsimmons | Ex Dir Inland Empire | $190,592 |
| Stephan Christensen | Cdo | $184,261 |
| Lois Verleur | Founder | $175,268 |
| Kathryn Jones | Secretary | $99,503 |
Compensation data as of: 6/30/2022
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 11/18/2022. To update the information below, please email: [email protected]
History
After nearly 50 years of caring for abused and neglected children, there is one thing that is crystal clear - the key to transforming the life of a child broken from abuse is the healing power of a strong family.
When hurt and abandoned children are surrounded and supported by a loving family and nurturing relationships, it's amazing to see the dark cloud of fear, loneliness, distrust, and despair begin to lift, and to see promise, hope and light begin to take hold.
They begin to thrive and become the people God intended them to be, full of purpose, unique gifts, talents, and personalities. This is something that Dr. Donald and Mrs. Lois Verleur knew back in 1973 when they took in four young girls who needed a home.
After Dr. Donald and Lois Verleur provided a home for four teenage girls, they became inspired by the olive tree in the front yard, and the idea of a family crest. Olive Crest, a name symbolizing "peaceful family," was born.
Today, more than 40 years later, Olive Crest has grown to become a leader in the prevention and treatment of child abuse, serving nearly 3,000 children and families each day throughout California, Nevada, and the Pacific Northwest.
Though four decades have passed, the Verleurs' original commitment to the individual needs of at-risk youth continues to fuel Olive Crest's mission to make a difference "One Life at a Time."®
Program accomplishments
4000+ children and families served every day
3400+ adoptions since 2008
41,000 children and families served in 2021
300,000= volunteer hours caring for children in 2021
89% successful program completion
Needs
Your compassion today will prevent child abuse and help preserve families for generations to come. We invite you to join us in our work to equip individuals for a better life, secure safe homes, and establish strong families.