Project PATCH 
Summary
Project PATCH (Planned Assistance for Troubled Children) began as the dream of Tom and Bonnie Sanford. At its inception in 1984, PATCH was a foster home referral program. Since 1990 it has been dedicated to providing a Christian therapeutic program for youth-at-risk. Through the generosity of many people who shared the Sanford's dream, the Project PATCH Ranch came into existence.
Project PATCH Ranch is a licensed treatment facility for youth aged twelve to seventeen. Thirty to thirty-five residents are served by a dedicated staff of more than forty.
Contact information
Mailing address:
2404-A East Mill Plain Blvd
Vancouver, WA 98661-8661
Website: www.projectpatch.org
Phone: (360) 690-8495
Email: patch@aracnet.com
Organization details
EIN: 930929618
CEO/President: Mr Sam Lefore
Chairman: Mr. Harlan Gephart
Board size: 13
Founder: Mr. Tom Sanford
Year founded: 1984
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
Project PATCH (Planned Assistance for Troubled Children) is passionately committed to reaching out to at-risk young people throughout the United States and Canada to help them realize their self worth and potential, as well as the significance of God's love to them.
The Project PATCH Ranch is licensed to provide 40 young people with therapeutic treatment. The average stay to complete the four levels and graduate is eighteen months. A wilderness-oriented experience which emphasizes cause and effect, is an integral part of the therapeutic program. Individual and group counseling, education, recreation, group activities and work opportunities are provided for the young people to succeed and grow in a stable caring family-like environment.
PATCH's qualified staff is set up on a one to three ratio, child to adult. This small ratio allows personal time with each young person. Their interactions, work performance, attitude; everything is subject to guidance, correction and comments throughout the entire day. This counseling process assists the young person in moving towards healthier habits, behaviors and thinking. It involves mentoring through consultation, advice, and guidance from the staff member.
The PATCH staff is a great team. There is twenty-seven dormitory staff that is available to the young people and there is staff awake twenty-four hours a day. Four full time treatment therapists comprise the Project PATCH counseling team.
Mission statement
Project PATCH uses the following to express its mission:
Project PATCH is passionately committed to reaching out to young people throughout the United States and Canada who are at risk and help them realize their self-worth, potential and significance of God's love to them.
Statement of faith
Transparency grade
D
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Christian Growth
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 512 of 725 | 35 of 56 |
| Fund acquisition rating | | 405 of 726 | 28 of 56 |
| Resource allocation rating | | 250 of 726 | 21 of 56 |
| Asset utilization rating | | 704 of 725 | 52 of 56 |
Financial ratios
| Funding ratios | Sector median | 2018 | 2017 | 2016 | 2015 | 2014 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 7% | 8% | 6% | 6% | 10% | 12% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 3% | 4% | 4% | 6% | 8% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 83% | 45% | 62% | 62% | 59% | 67% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 3% | 3% | 3% | 5% | 7% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 17% | 55% | 38% | 38% | 41% | 33% |
| Operating ratios | Sector median | 2018 | 2017 | 2016 | 2015 | 2014 |
Program expense ratio Program expense ratio = Program services / Total expenses | 78% | 81% | 84% | 83% | 80% | 80% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 113% | 117% | 111% | 111% | 113% |
Program output ratio Program output ratio = Program services / Total revenue | 76% | 91% | 98% | 92% | 89% | 90% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | -13% | -17% | -11% | -11% | -13% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | -8% | -10% | -7% | -6% | -7% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 16% | 13% | 14% | 15% | 14% |
| Investing ratios | Sector median | 2018 | 2017 | 2016 | 2015 | 2014 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.15 | 0.53 | 0.58 | 0.51 | 0.51 | 0.50 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.37 | 8.18 | 22.69 | 16.63 | 22.38 | 12.62 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.08 | 4.35 | 13.17 | 8.47 | 11.43 | 6.27 |
| Liquidity ratios | Sector median | 2018 | 2017 | 2016 | 2015 | 2014 |
Current ratio Current ratio = Total current assets / Total current liabilities | 11.47 | 6.43 | 1.02 | 0.41 | 0.36 | 3.10 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.09 | 0.16 | 0.98 | 2.42 | 2.77 | 0.32 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.01 | 2.33 | 0.02 | -2.02 | -1.86 | 1.30 |
| Solvency ratios | Sector median | 2018 | 2017 | 2016 | 2015 | 2014 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 25% | 15% | 26% | 22% | 22% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 14% | 0% | 1% | 1% | 11% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 74% | 140% | 146% | 146% | 153% | 157% |
Financials
| Balance sheet | |||||
| Assets | 2018 | 2017 | 2016 | 2015 | 2014 |
| Cash | $168,628 | $17,400 | $80,425 | $61,932 | $141,138 |
| Receivables, inventories, prepaids | $342,990 | $157,784 | $205,892 | $154,217 | $267,977 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $511,618 | $175,184 | $286,317 | $216,149 | $409,115 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $3,529,763 | $3,652,835 | $4,334,788 | $4,480,465 | $4,611,780 |
| Other long-term assets | $141,545 | $147,595 | $141,095 | $141,095 | $141,095 |
| Total long-term assets | $3,671,308 | $3,800,430 | $4,475,883 | $4,621,560 | $4,752,875 |
| Total assets | $4,182,926 | $3,975,614 | $4,762,200 | $4,837,709 | $5,161,990 |
| Liabilities | 2018 | 2017 | 2016 | 2015 | 2014 |
| Payables and accrued expenses | $74,241 | $132,782 | $174,811 | $111,170 | $58,095 |
| Other current liabilities | $5,336 | $38,762 | $519,141 | $488,425 | $74,084 |
| Total current liabilities | $79,577 | $171,544 | $693,952 | $599,595 | $132,179 |
| Debt | $579,000 | $10,712 | $26,338 | $41,303 | $574,046 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $403,856 | $417,351 | $502,141 | $420,251 | $438,178 |
| Total long-term liabilities | $982,856 | $428,063 | $528,479 | $461,554 | $1,012,224 |
| Total liabilities | $1,062,433 | $599,607 | $1,222,431 | $1,061,149 | $1,144,403 |
| Net assets | 2018 | 2017 | 2016 | 2015 | 2014 |
| Unrestricted | $2,982,176 | $3,263,204 | $3,403,790 | $3,649,755 | $3,666,492 |
| Temporarily restricted | $119,617 | $94,103 | $117,279 | $107,804 | $332,395 |
| Permanently restricted | $18,700 | $18,700 | $18,700 | $18,700 | $18,700 |
| Net assets | $3,120,493 | $3,376,007 | $3,539,769 | $3,776,560 | $4,017,587 |
| Revenues and expenses | |||||
| Revenue | 2018 | 2017 | 2016 | 2015 | 2014 |
| Total contributions | $896,354 | $1,227,643 | $1,361,996 | $1,309,663 | $1,513,812 |
| Program service revenue | $962,661 | $644,051 | $673,722 | $777,686 | $518,059 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $0 | $0 | $279 | $0 | $0 |
| Other revenue | $111,376 | $105,703 | $152,379 | $141,421 | $235,508 |
| Total other revenue | $1,074,037 | $749,754 | $826,380 | $919,107 | $753,567 |
| Total revenue | $1,970,391 | $1,977,397 | $2,188,376 | $2,228,770 | $2,267,379 |
| Expenses | 2018 | 2017 | 2016 | 2015 | 2014 |
| Program services | $1,795,756 | $1,931,705 | $2,013,641 | $1,978,039 | $2,042,459 |
| Management and general | $362,175 | $303,197 | $330,143 | $359,558 | $348,031 |
| Fundraising | $67,974 | $72,660 | $81,082 | $132,501 | $174,123 |
| Total expenses | $2,225,905 | $2,307,562 | $2,424,866 | $2,470,098 | $2,564,613 |
| Change in net assets | 2018 | 2017 | 2016 | 2015 | 2014 |
| Surplus (deficit) | ($255,514) | ($330,165) | ($236,490) | ($241,328) | ($297,234) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($255,514) | ($330,165) | ($236,490) | ($241,328) | ($297,234) |
Response from ministry
No response has been provided by this ministry.
History
In 1984 Tom and Bonnie Sanford, who at that time were pastoring in Hood River, Oregon, founded Project PATCH. The Sanford's had dealt with delinquent, unwanted young people since shortly after their marriage in 1966. Because of their involvement in providing alternatives to at-risk youth, Hood River County, Oregon, invited Tom to serve on their newly formed Juvenile Services Commission. The Commission's objective was to develop an alternative resource to detention.Tom and Bonnie were asked to pilot one of the first jail alternative measures for juveniles in the state of Oregon. In 18 months they housed over 120 young people in their home. Tom was later asked to serve as chairman of the Juvenile Services Commission. By 1982 they recognized a growing need of many young people from all walks of life needing Christian alternatives for placement.
In January of 1984, Tom, Bonnie, and a supportive congregation officially launched Project PATCH. As Tom puts it, "It was like a baby being born. After so long in gestation it just had to start."
PATCH's original goal was to provide Christian foster homes for youth at risk. The object was to match the interests of a child with families of similar interest. The success and changes in young people were incredible.
As the need to place youth escalated and it became increasingly difficult to find enough foster homes, the PATCH Board of Directors began to pray for a place to house young people. In 1989 a gift of 116 acres along with a purchase of an adjacent 53 acres provided that option. In 1991 construction began on its dorms and lodge. Through the blessing of Maranatha Volunteers International plus many youth groups around the Northwest, Project PATCH Ranch has developed into a very impressive and modern campus.
Program accomplishments
-
Accomplishments for Fiscal Year Ending 12/31/2002
- Forty-nine kids have been helped by our program this year and twenty-two have completed the program.
- We have been donated 500 acres of property in Goldendale, WA where we plan to build a further facility.
- Eighteen employees were certified by Wilderness First Responder and received a certificate for Wilderness Medicine. Three of them received Emergency Medical Technicians certification.