The Luke Commission 
The information on this page was last updated 4/10/2024. If you see errors or omissions, please email: [email protected]
Summary
The Luke Commission serves the most isolated and underserved people of Eswatini with free, comprehensive, compassionate health care. At the fixed-site Miracle Campus in central Eswatini, the TLC team provides outpatient, inpatient, emergency, surgical, and specialty care. Across Eswatini, TLC delivers mobile health services through over 100 outreaches annually.
Contact information
Mailing address:
The Luke Commission
PO Box 1335
Sagle, ID 83860
Website: lukecommission.org
Phone: 866-351-1254
Email: [email protected]
Organization details
EIN: 208635797
CEO/President: Harry and Echo VanderWal
Chairman: Frans Johannes Pienaar (Eswatini)/Jim McKee (US)
Board size: 12
Founder: Harry and Echo VanderWal
Ruling year: 2007
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
To end the isolation of underserved communities to quality healthcare.
For many Emaswati, lack of transport prevents access to health services. With 70% of the population residing in rural communities, many Emaswati are not able to afford or even to find transportation to urban health care facilities.
With outreaches across the Kingdom of Eswatini and an innovative transport sponsorship program to transport patients to the Miracle Campus, TLC ensures patients get the care they need. In addition to rural communities, other underserved communities reached by TLC include factories and peri-urban/semi-rural communities.
Mission statement
To deliver compassionate, comprehensive healthcare to the most isolated and underserved populations of southern Africa in collaboration with local communities, government, corporate, and non-profit partners.
Statement of faith
Donor confidence score
Transparency grade
D
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Foreign Missions
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 353 of 1104 | 43 of 143 |
| Fund acquisition rating | | 135 of 1105 | 21 of 143 |
| Resource allocation rating | | 178 of 1105 | 20 of 143 |
| Asset utilization rating | | 1005 of 1104 | 131 of 143 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 6% | 1% | 1% | 2% | 3% | 2% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 1% | 1% | 2% | 3% | 2% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 99% | 99% | 100% | 98% | 98% | 98% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 2% | 2% | 2% | 4% | 2% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 1% | 1% | 0% | 2% | 2% | 2% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 93% | 94% | 92% | 87% | 92% |
Spending ratio Spending ratio = Total expenses / Total revenue | 99% | 77% | 78% | 93% | 86% | 94% |
Program output ratio Program output ratio = Program services / Total revenue | 82% | 72% | 73% | 85% | 75% | 86% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 1% | 23% | 22% | 7% | 14% | 6% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 25% | 36% | 7% | 15% | 6% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 8% | 5% | 4% | 6% | 9% | 6% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.35 | 0.73 | 1.01 | 0.73 | 0.87 | 0.92 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.22 | 2.24 | 2.37 | 2.71 | 2.02 | 1.74 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.02 | 1.63 | 2.40 | 1.98 | 1.76 | 1.60 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 19.08 | 5.30 | 4.16 | 1.61 | 11.34 | 11.17 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.05 | 0.19 | 0.24 | 0.62 | 0.09 | 0.09 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.58 | 5.99 | 3.79 | 2.31 | 6.22 | 6.81 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 7% | 13% | 19% | 25% | 4% | 5% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 5% | 9% | 2% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 68% | 120% | 80% | 102% | 110% | 103% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $115,689 | $361,636 | $168,836 | $317,010 | $631,535 |
| Receivables, inventories, prepaids | $9,020,655 | $6,352,713 | $3,847,529 | $3,614,321 | $3,264,206 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $9,136,344 | $6,714,349 | $4,016,365 | $3,931,331 | $3,895,741 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $11,201,723 | $9,099,798 | $6,820,687 | $3,995,341 | $2,882,184 |
| Other long-term assets | $93,538 | $112,424 | $56,139 | $0 | $0 |
| Total long-term assets | $11,295,261 | $9,212,222 | $6,876,826 | $3,995,341 | $2,882,184 |
| Total assets | $20,431,605 | $15,926,571 | $10,893,191 | $7,926,672 | $6,777,925 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $1,725,240 | $1,604,747 | $2,403,902 | $320,483 | $279,294 |
| Other current liabilities | $0 | $10,406 | $83,342 | $26,275 | $69,328 |
| Total current liabilities | $1,725,240 | $1,615,153 | $2,487,244 | $346,758 | $348,622 |
| Debt | $959,270 | $1,380,164 | $262,684 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $959,270 | $1,380,164 | $262,684 | $0 | $0 |
| Total liabilities | $2,684,510 | $2,995,317 | $2,749,928 | $346,758 | $348,622 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $17,357,848 | $12,570,728 | $8,143,263 | $7,579,914 | $6,429,303 |
| With donor restrictions | $389,247 | $360,526 | $0 | $0 | $0 |
| Net assets | $17,747,095 | $12,931,254 | $8,143,263 | $7,579,914 | $6,429,303 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $19,203,350 | $20,643,916 | $8,370,068 | $7,913,433 | $6,516,275 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $2,113 | ($7,001) | $27,066 | $20,947 | ($5,761) |
| Other revenue | $148,755 | $108,451 | $131,228 | $102,494 | $151,380 |
| Total other revenue | $150,868 | $101,450 | $158,294 | $123,441 | $145,619 |
| Total revenue | $19,354,218 | $20,745,366 | $8,528,362 | $8,036,874 | $6,661,894 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $13,882,703 | $15,243,486 | $7,286,393 | $6,041,220 | $5,730,105 |
| Management and general | $701,177 | $661,245 | $503,102 | $619,622 | $386,639 |
| Fundraising | $266,943 | $242,826 | $167,741 | $258,160 | $130,164 |
| Total expenses | $14,850,823 | $16,147,557 | $7,957,236 | $6,919,002 | $6,246,908 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $4,503,395 | $4,597,809 | $571,126 | $1,117,872 | $414,986 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $4,503,395 | $4,597,809 | $571,126 | $1,117,872 | $414,986 |
Compensation
| Name | Title | Compensation |
| Echo VanderWal PC | Exec Dir/Chief Clinical Officer | $84,000 |
| Harry VanderWal MD | Exec Dir/Chief Medical Officer | $84,000 |
| Brian Schmelzenbach | Board Member/Dir of Staff Develop. | $42,000 |
Compensation data as of: 12/31/2022
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 4/10/2024. To update the information below, please email: [email protected]
History
TLC was founded in 2005 at the height of the HIV/AIDS pandemic in Eswatini. In 2005, no treatment for HIV/AIDS existed. Harry & Echo VanderWal moved to Eswatini with their three-year-old triplets and one-year-old baby with the goal of providing compassionate, comprehensive healthcare to as many people as possible-especially those suffering complications of HIV/AIDS.
Staff for the first outreaches included Harry, Echo, their children, and a translator. Based in a rented house near Manzini, Eswatini, the TLC staff soon grew to 15. Leaving before dark and arriving home after dark, the staff conducted more and more outreaches every year, reaching increasing numbers of people.
In 2013, TLC acquired the land that is now the Miracle Campus. In the years following, the TLC team constructed over a dozen buildings on campus, turning the Miracle Campus into a self-contained hub for serving the Kingdom of Eswatini.
Today, with over 500 staff, the TLC staff is 98% Emaswati. Between on-campus and outreach efforts, hundreds of patients from across Eswatini are welcomed each day for compassionate, comprehensive care.
Program accomplishments
https://www.lukecommission.org/wp-content/uploads/2022/03/TLC_ImpactReport_2021.pdf