Preemptive Love Coalition 
Summary
The Preemptive Love Coalition (PLC) is a global community of peacemakers remaking the world by providing lifesaving heart surgeries for children, food and shelter for those persecuted by extremists, education for at-risk children, and small-business empowerment grants so people can put their own lives back together. PLC trains Iraqi heart surgeons and nurses so they can perform lifesaving surgery on children.
This organization is a nonprofit. Contributions to it are fully tax deductible to the extent allowed by law.
Contact information
Mailing address:
1300 Darbyton Dr.
Hewitt, TX 76643-6643
Website: www.preemptivelove.org
Phone: (254) 400-2033
Organization details
EIN: 26-2450109
CEO/President: Jeremy Courtney
Chairman: Preston Fischer
Board size: 8
Founder: Jeremy Courtney
Year founded: 2009
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
The Preemptive Love Coalition (PLC) exists to facilitate: the promotion and protection of human rights and the fostering of cultures Of justice and mercy; the nurturing of civil society in developing countries to promote the discovery of indigenous resources and solutions to local challenges; the upgrading of various humanitarian Infrastructures in developing countries; the immediate reduction of some of the residual effects of poverty in developing countries; and public education in the west concerning economic, social, political, and cultural issues in the developing world.
Mission statement
Preemptive Love is a global movement of peacemakers changing the way we engage the world's most polarizing conflicts by confronting fear with acts of love.
Statement of faith
PLC is a faith-oriented community which encourages every person to respectfully bring their faith to the workplace. In our office and in our fields of service around the world, we have Muslims, Christians, doubters, and people who do not affiliate with any faith working side-by-side.
For us, faith and worldview are essential to being human, too important to avoid.
Transparency grade
D
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Health & Well-Being
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 317 of 725 | 4 of 6 |
| Fund acquisition rating | | 273 of 726 | 2 of 6 |
| Resource allocation rating | | 192 of 726 | 3 of 6 |
| Asset utilization rating | | 539 of 725 | 5 of 6 |
Financial ratios
| Funding ratios | Sector median | 2018 | 2017 | 2016 | 2015 | 2014 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 14% | 10% | 6% | 2% | 4% | 7% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 11% | 9% | 6% | 2% | 4% | 7% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 97% | 95% | 96% | 98% | 99% | 98% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 11% | 9% | 8% | 6% | 8% | 8% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 3% | 5% | 4% | 2% | 1% | 2% |
| Operating ratios | Sector median | 2018 | 2017 | 2016 | 2015 | 2014 |
Program expense ratio Program expense ratio = Program services / Total expenses | 78% | 80% | 83% | 86% | 73% | 62% |
Spending ratio Spending ratio = Total expenses / Total revenue | 100% | 99% | 79% | 36% | 52% | 81% |
Program output ratio Program output ratio = Program services / Total revenue | 75% | 79% | 65% | 30% | 38% | 50% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 0% | 1% | 21% | 64% | 48% | 19% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | -1% | 1% | 21% | 68% | 54% | 23% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 11% | 9% | 8% | 19% | 30% |
| Investing ratios | Sector median | 2018 | 2017 | 2016 | 2015 | 2014 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.85 | 0.83 | 0.75 | 0.37 | 0.59 | 0.97 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.06 | 1.01 | 1.00 | 1.00 | 1.02 | 1.00 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.97 | 0.84 | 0.75 | 0.37 | 0.60 | 0.97 |
| Liquidity ratios | Sector median | 2018 | 2017 | 2016 | 2015 | 2014 |
Current ratio Current ratio = Total current assets / Total current liabilities | 3.49 | 68.76 | 89.69 | 55.74 | 347.33 | 40.38 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.15 | 0.01 | 0.01 | 0.02 | 0.00 | 0.02 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 4.58 | 14.13 | 15.72 | 31.72 | 19.92 | 12.05 |
| Solvency ratios | Sector median | 2018 | 2017 | 2016 | 2015 | 2014 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 11% | 1% | 1% | 2% | 0% | 2% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 47% | 119% | 131% | 265% | 169% | 100% |
Financials
| Balance sheet | |||||
| Assets | 2018 | 2017 | 2016 | 2015 | 2014 |
| Cash | $2,287,374 | $2,286,752 | $6,010,746 | $2,803,820 | $1,323,465 |
| Receivables, inventories, prepaids | $333,404 | $425,587 | $336,441 | $13,706 | $19,985 |
| Short-term investments | $9,162,869 | $9,294,012 | $3,200,052 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $11,783,647 | $12,006,351 | $9,547,239 | $2,817,526 | $1,343,450 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $114,385 | $36,445 | $35,708 | $20,571 | $1,461 |
| Other long-term assets | $0 | $0 | $0 | $25,000 | $0 |
| Total long-term assets | $114,385 | $36,445 | $35,708 | $45,571 | $1,461 |
| Total assets | $11,898,032 | $12,042,796 | $9,582,947 | $2,863,097 | $1,344,911 |
| Liabilities | 2018 | 2017 | 2016 | 2015 | 2014 |
| Payables and accrued expenses | $131,371 | $133,868 | $171,278 | $8,112 | $33,267 |
| Other current liabilities | $40,000 | $0 | $0 | $0 | $0 |
| Total current liabilities | $171,371 | $133,868 | $171,278 | $8,112 | $33,267 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total liabilities | $171,371 | $133,868 | $171,278 | $8,112 | $33,267 |
| Net assets | 2018 | 2017 | 2016 | 2015 | 2014 |
| Unrestricted | $11,643,769 | $11,758,928 | $7,359,107 | $2,854,985 | $1,061,644 |
| Temporarily restricted | $0 | $150,000 | $2,052,562 | $0 | $250,000 |
| Permanently restricted | $82,892 | $0 | $0 | $0 | $0 |
| Net assets | $11,726,661 | $11,908,928 | $9,411,669 | $2,854,985 | $1,311,644 |
| Revenues and expenses | |||||
| Revenue | 2018 | 2017 | 2016 | 2015 | 2014 |
| Total contributions | $9,450,116 | $11,073,276 | $9,752,814 | $3,191,187 | $1,568,532 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $156,631 | $20,900 | $97,254 | $5,565 | $39,423 |
| Other revenue | $337,167 | $432,729 | $134,506 | $38,960 | ($1,297) |
| Total other revenue | $493,798 | $453,629 | $231,760 | $44,525 | $38,126 |
| Total revenue | $9,943,914 | $11,526,905 | $9,984,574 | $3,235,712 | $1,606,658 |
| Expenses | 2018 | 2017 | 2016 | 2015 | 2014 |
| Program services | $7,845,901 | $7,532,113 | $3,041,272 | $1,237,646 | $802,931 |
| Management and general | $1,107,810 | $826,345 | $301,239 | $313,727 | $391,663 |
| Fundraising | $904,762 | $702,596 | $203,962 | $140,998 | $110,617 |
| Total expenses | $9,858,473 | $9,061,054 | $3,546,473 | $1,692,371 | $1,305,211 |
| Change in net assets | 2018 | 2017 | 2016 | 2015 | 2014 |
| Surplus (deficit) | $85,441 | $2,465,851 | $6,438,101 | $1,543,341 | $301,447 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $85,441 | $2,465,851 | $6,438,101 | $1,543,341 | $301,447 |
Response from ministry
No response has been provided by this ministry.
History
Our story began in a hotel lobby inside Iraq in 2007. A fearful father, his beautiful daughter, her ailing heart, and the simple question, "Please, will you try to save her?" From that day, we threw ourselves into eradicating the backlog of children waiting in line for lifesaving heart surgery, often in the most war-torn, unreached parts of the Iraq like Fallujah and Tikrit.
These years of investing in Iraq's medical infrastructure through training and lifesaving care resulted in over 1,300 heart surgeries. Because of our world renowned surgical teams, we were invited into every major region of the country. When ISIS rampaged onto the global scene, we were uniquely positioned to expand our programming so that we could continue to go to the conflict-zones others were fleeing, to love those no one else will love.
On the heals of our success in Iraq, we are now being invited to provide lifesaving heart surgeries for children around the world, in polarizing conflict-zones like Libya, Pakistan, and Iran.