Church World Service

The information in this column was provided to MinistryWatch by the ministry itself. It was last updated 12/21/2021. To update the information in this column, please email: info@ministrywatch.com


Summary

We have one goal: building a world where there is enough for all

After seven decades moving towards this goal, CWS has the faith and experience to know it's possible. Working around the world, we've seen gardens flourishing in barren land. Migrants and refugees finding home even after every door has been closed. Houses standing strong against nature's worst disasters. That's the power of your compassion at work when it links to human resilience.


Contact information

Mailing address:
Church World Service
PO Box 968
Elkhart, IN 46515

Website: cwsglobal.org

Phone: (800) 297-1516

Email: media@cwsglobal.org


Organization details

EIN: 134080201

CEO/President: Richard L. Santos

Chairman: Patricia E. de Jong

Board size: 4

Founder: Seventeen denominations

Ruling year: 2000

Tax deductible: Yes

Fiscal year end: 06/30

Member of ECFA: No

Member of ECFA since:


Purpose

Hunger and Poverty: No child should die from malnutrition, especially when there are long-term solutions ready to take root in each community.

Displacement: More and more families flee home because of climate and violence. But there are fewer places to go. We're leading the charge in strategy and welcome.

Disaster: Preparation, relief and recovery: our disaster response means committing to communities before - and long after - an emergency hits.


Mission statement

Our vision is a world where everyone has food, voice and a safe place to call home.


Statement of faith

Transparency grade

C

To understand our transparency grade, click here.


Financial efficiency ratings

Sector: Relief and Development

CategoryRatingOverall rankSector rank
Overall efficiency rating358 of 101033 of 84
Fund acquisition rating586 of 101253 of 84
Resource allocation rating420 of 101231 of 84
Asset utilization rating294 of 101028 of 84

Financial ratios

Funding ratiosSector median20202019201820172016
Return on fundraising efforts Return on fundraising efforts =
Fundraising expense /
Total contributions
6%8%7%7%5%5%
Fundraising cost ratio Fundraising cost ratio =
Fundraising expense /
Total revenue
6%7%7%7%5%5%
Contributions reliance Contributions reliance =
Total contributions /
Total revenue
99%93%95%96%97%97%
Fundraising expense ratio Fundraising expense ratio =
Fundraising expense /
Total expenses
6%7%7%7%5%5%
Other revenue reliance Other revenue reliance =
Total other revenue /
Total revenue
1%7%5%4%3%3%
 
Operating ratiosSector median20202019201820172016
Program expense ratio Program expense ratio =
Program services /
Total expenses
86%88%88%89%92%91%
Spending ratio Spending ratio =
Total expenses /
Total revenue
97%100%97%99%99%95%
Program output ratio Program output ratio =
Program services /
Total revenue
83%88%86%88%90%86%
Savings ratio Savings ratio =
Surplus (deficit) /
Total revenue
3%0%3%1%1%5%
Reserve accumulation rate Reserve accumulation rate =
Surplus (deficit) /
Net assets
6%1%10%3%8%32%
General and admin ratio General and admin ratio =
Management and general expense /
Total expenses
7%5%5%5%4%4%
 
Investing ratiosSector median20202019201820172016
Total asset turnover Total asset turnover =
Total expenses /
Total assets
1.712.392.452.182.982.34
Degree of long-term investment Degree of long-term investment =
Total assets /
Total current assets
1.282.001.941.871.881.64
Current asset turnover Current asset turnover =
Total expenses /
Total current assets
2.644.784.744.075.593.85
 
Liquidity ratiosSector median20202019201820172016
Current ratio Current ratio =
Total current assets /
Total current liabilities
8.013.322.812.412.241.73
Current liabilities ratio Current liabilities ratio =
Total current liabilities /
Total current assets
0.110.300.360.420.450.58
Liquid reserve level Liquid reserve level =
(Total current assets -
Total current liabilities) /
(Total expenses / 12)
3.421.761.631.721.191.32
 
Solvency ratiosSector median20202019201820172016
Liabilities ratio Liabilities ratio =
Total liabilities /
Total assets
14%33%34%42%49%61%
Debt ratio Debt ratio =
Debt /
Total assets
0%6%4%6%8%9%
Reserve coverage ratio Reserve coverage ratio =
Net assets /
Total expenses
41%28%27%27%17%17%

Financials

Balance sheet
 
Assets20202019201820172016
Cash$4,949,992$4,221,516$2,912,330$2,367,224$770,822
Receivables, inventories, prepaids$10,479,648$11,416,924$13,189,473$14,508,549$21,025,454
Short-term investments$0$0$0$0$0
Other current assets$0$0$0$0$0
Total current assets$15,429,640$15,638,440$16,101,803$16,875,773$21,796,276
Long-term investments$14,193,523$13,499,383$12,769,962$11,900,775$10,775,455
Fixed assets$34,768$18,894$96,781$86,638$93,125
Other long-term assets$1,150,796$1,123,187$1,112,479$2,800,055$3,170,966
Total long-term assets$15,379,087$14,641,464$13,979,222$14,787,468$14,039,546
Total assets$30,808,727$30,279,904$30,081,025$31,663,241$35,835,822
 
Liabilities20202019201820172016
Payables and accrued expenses$4,642,185$5,556,354$6,685,873$7,538,171$12,566,525
Other current liabilities$0$0$0$0$0
Total current liabilities$4,642,185$5,556,354$6,685,873$7,538,171$12,566,525
Debt$1,987,539$1,284,041$1,901,649$2,496,612$3,070,127
Due to (from) affiliates$0$0$0$0$0
Other long-term liabilities$3,439,120$3,374,710$4,050,258$5,455,392$6,188,822
Total long-term liabilities$5,426,659$4,658,751$5,951,907$7,952,004$9,258,949
Total liabilities$10,068,844$10,215,105$12,637,780$15,490,175$21,825,474
 
Net assets20202019201820172016
Without donor restrictions$8,190,392$8,099,738$5,750,378$3,851,447$741,320
With donor restrictions$12,549,491$11,965,061$11,692,867$12,321,619$13,269,028
Net assets$20,739,883$20,064,799$17,443,245$16,173,066$14,010,348
 
Revenues and expenses
 
Revenue20202019201820172016
Total contributions$69,132,088$72,239,249$63,241,414$93,044,199$85,945,787
Program service revenue$2,509,851$2,204,738$2,071,259$1,955,296$1,553,134
Membership dues$0$0$0$0$0
Investment income$208,903$199,065$159,133$139,814$144,029
Other revenue$2,113,493$1,497,134$654,364$637,021$812,577
Total other revenue$4,832,247$3,900,937$2,884,756$2,732,131$2,509,740
Total revenue$73,964,335$76,140,186$66,126,170$95,776,330$88,455,527
 
Expenses20202019201820172016
Program services$64,852,099$65,455,493$58,095,570$86,473,705$76,232,906
Management and general$3,558,652$3,507,357$3,130,086$3,414,109$3,316,701
Fundraising$5,298,712$5,215,465$4,302,078$4,523,333$4,462,255
Total expenses$73,709,463$74,178,315$65,527,734$94,411,147$84,011,862
 
Change in net assets20202019201820172016
Surplus (deficit)$254,872$1,961,871$598,436$1,365,183$4,443,665
Other changes in net assets$0$0$0$0$0
Total change in net assets$254,872$1,961,871$598,436$1,365,183$4,443,665

Compensation

NameTitleCompensation
McCullough John LPresident & CEO$373,825
Kekic ErolImmigration and Refugee Program$196,112
Bloem Maurice AExecutive Vice President$189,539
Tauras ThomasAfrica Regional Representative$173,897
Rendall JoanneCFO$171,715
Brauer Keith VPChief Human Resources Officer$168,390
Miller CarleenVP, Culture and Global Operations$160,888

Compensation data as of: 6/30/2020


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 12/21/2021. To update the information below, please email: info@ministrywatch.com


History

Church World Service was born in 1946, in the aftermath of World War II. Seventeen denominations came together to form an agency "to do in partnership what none of us could hope to do as well alone." The mission: Feed the hungry, clothe the naked, heal the sick, comfort the aged, shelter the homeless.

Now 75 years later the mission remains, though where and how we accomplish it has changed dramatically.

In 1946-47, U.S. churches opened their hearts and provided more than 11 million pounds of food, clothing, and medical supplies to war-torn Europe and Asia. Protestants and Catholics pooled talent and resources to meet a staggering refugee crisis. Today the Immigration and Refugee Program of CWS is a vital, internationally-recognized operation, having resettled nearly half a million refugees since its inception.

Also in 1947, CWS, Lutheran World Relief, and the National Catholic Welfare Program created a joint community hunger appeal, the Christian Rural Overseas Program, also known as CROP. The acronym is gone but the name and life-saving work remains as CROP Hunger Walks in some 800+ communities across the United States.

That early CROP initiative captured the imagination of America's heartland. Soon "Friendship Trains" roared across the country, picking up commodities such as corn, wheat, rice, and beans to be shared around the world. The experience of the trains led to "Friendship Food Ships." And, a multi-denominational program called One Great Hour of Sharing was formed to raise in-church gifts to help fill these ships. CWS continued to provide community-wide opportunities for sharing.

In the 1950s and 60s, CWS expanded its reach across Asia, Africa, and Latin America.

As the '60s dawned, CWS began to augment its emergency assistance work with support for long-range, problem-solving efforts - what came to be known as development.

Development begins at the grassroots. CWS recognized early on that to be successful projects and programs must come from the people themselves, not be imposed by others.

CWS sought out local agencies who share this vision of empowering self-help and long-standing partnerships were forged.

Over the years the success stories have been many. One of the first was in Algeria, in North Africa. Over four years, using more than 5 million human-days of volunteer labor, some 20 million forest and fruit trees were planted to anchor the soil against nature's persistent erosion.

In India, CWS helped countless villages construct reservoirs, dig wells, and lay irrigation systems. The result: "drought insurance" and improved food production.

The same partnerships that enhanced our development efforts have enabled CWS to maximize our response to disasters.

The story of the CROP Hunger Walk goes back to 1969. Teens in Bismarck, North Dakota and York County, Pennsylvania decided it was time to do something for families who had to walk miles for food and clean water. So they walked...and, because they took that first step, hunger has forever been changed. Today, millions of people across nearly every state have participated.

In the 1970s CWS work evolved in significant ways. Our work in grassroots development inspired a deeper analysis of the root causes of hunger and poverty. As a result, in 1974 CWS - in collaboration with Lutheran World Relief - established the Development Policy Office in Washington, D.C. to represent CWS concerns about hunger to U.S. government bodies.

The importance of this work was further ratified in 1978 by the findings of the Presidential Commission on World Hunger, which noted that the primary cause of hunger was poverty, i.e. human-made. Thus what was missing to end hunger was the political will to do so. The Report also called for a concerted effort to increase education on hunger and its causes. Staff from the CWS Development Policy office served on this Commission.

In 1976, in order to provide greater support to refugees and their sponsors in the USA, CWS established refugee resettlement offices in various parts of the U.S. They played a pivotal role in supporting the growing number of refugees from Southeast Asia who were resettled to the United States in the years after the Vietnam War. While the number of offices ebbs and flows with refugee admissions, they continue to form the foundation for CWS work in resettling refugees in the US.

It was also in the 1970s that CWS first began responding to U.S. disasters at the request of its member churches.

CWS work in international emergency response and development through the 1970s and 1980s focused on working in partnership with other NGO's and with local groups. In some instances this led to the creation of new, independent organizations such as the Middle East Council of Churches, the Christian Commission for Development in Bangladesh or CEPAD in Nicaragua. Working in partnership remains one of the hallmarks of CWS work. These groups remain valued partners to CWS.

More recently, CWS was one of the founding members of a global partnership of faith-based humanitarian agencies, ACT Alliance, with members in 140 countries. With 130 member organizations, ACT Alliance provides a dynamic environment for collaboration in responding to human needs around the world. By working together agencies can maximize their impact.


Program accomplishments


Needs