Adventist Development & Relief Agency 



Summary
The Adventist Development and Relief Agency (ADRA), formed in 1956, is an independent, humanitarian agency established by the Seventh-day Adventist Church with the specific purpose of individual and community development and disaster relief. ADRA helps people without regard to age, ethnicity, or political or religious association. ADRA now has a presence in more than 120 countries around the world including Armenia, Burkina Faso, Czech Republic, Guyana, Korea, Madagascar, Philippines, Sierra Leone, Venezuela, Yemen and Zambia.
This organization is a nonprofit. Contributions to it are fully tax deductible to the extent allowed by law.
Contact information
Mailing address:
12501 Old Columbia Pike
Silver Spring, MD 20904-6601
Website: www.adra.org
Phone: (800) 424-2372
Organization details
EIN: 521314847
CEO/President: Jonathan Duffy
Chairman: Geoffrey Mbwana
Board size: 43
Founder: Seventh Day Adventist Church
Year founded: 1956
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
The Adventist Development and Relief Agency (ADRA), formed in 1956, is an independent, humanitarian agency established by the Seventh-day Adventist Church with the specific purpose of individual and community development and disaster relief. ADRA helps people without regard to age, ethnicity, or political or religious association. ADRA now has a presence in more than 120 countries around the world including Armenia, Burkina Faso, Czech Republic, Guyana, Korea, Madagascar, Philippines, Sierra Leone, Venezuela, Yemen and Zambia.
This organization is a nonprofit. Contributions to it are fully tax deductible to the extent allowed by law.
Mission statement
The Adventist Development and Relief Agency uses the following to express its Mission Statement:
Statement of faith
This organization has not provided a Statement of Faith. At such time that MinistryWatch receives this information it will be posted immediately.
Transparency grade
D
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Financial efficiency ratings
Sector: Relief and Development
Category | Rating | Overall rank | Sector rank |
Overall efficiency rating | ![]() ![]() ![]() ![]() | 158 of 772 | 20 of 68 |
Fund acquisition rating | ![]() ![]() ![]() ![]() | 121 of 773 | 15 of 68 |
Resource allocation rating | ![]() ![]() ![]() ![]() | 125 of 773 | 14 of 68 |
Asset utilization rating | ![]() ![]() ![]() | 509 of 772 | 42 of 68 |
Financial ratios
Funding ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 7% | 2% | 4% | 3% | 2% | 2% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 6% | 2% | 4% | 3% | 2% | 2% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 98% | 97% | 98% | 99% | 99% | 99% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 2% | 4% | 2% | 3% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 2% | 3% | 2% | 1% | 1% | 1% |
Operating ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Program expense ratio Program expense ratio = Program services / Total expenses | 86% | 93% | 84% | 80% | 78% | 80% |
Spending ratio Spending ratio = Total expenses / Total revenue | 100% | 97% | 106% | 106% | 90% | 97% |
Program output ratio Program output ratio = Program services / Total revenue | 84% | 90% | 89% | 85% | 71% | 77% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 0% | 3% | -6% | -6% | 10% | 3% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 1% | 5% | -8% | -6% | 10% | 4% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 7% | 5% | 13% | 18% | 19% | 17% |
Investing ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.86 | 1.17 | 1.17 | 0.91 | 0.83 | 0.93 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.30 | 1.03 | 1.05 | 1.04 | 1.01 | 1.00 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.89 | 1.20 | 1.23 | 0.94 | 0.84 | 0.93 |
Liquidity ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.00 | 4.44 | 6.61 | 7.84 | 9.18 | 9.94 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.11 | 0.23 | 0.15 | 0.13 | 0.11 | 0.10 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 3.03 | 7.74 | 8.30 | 11.11 | 12.80 | 11.55 |
Solvency ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 13% | 23% | 17% | 15% | 11% | 10% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 42% | 66% | 71% | 94% | 107% | 97% |
Financials
Balance sheet | |||||
Assets | 2019 | 2018 | 2017 | 2016 | 2015 |
Cash | $10,513,583 | $5,433,356 | $9,819,143 | $10,575,409 | $9,445,938 |
Receivables, inventories, prepaids | $12,868,352 | $6,486,230 | $6,643,850 | $9,298,185 | $4,248,686 |
Short-term investments | $46,467,739 | $43,147,904 | $45,172,443 | $40,348,264 | $38,309,453 |
Other current assets | $0 | $0 | $0 | $0 | $0 |
Total current assets | $69,849,674 | $55,067,490 | $61,635,436 | $60,221,858 | $52,004,077 |
Long-term investments | $0 | $0 | $0 | $0 | $0 |
Fixed assets | $544,716 | $684,137 | $474,520 | $219,534 | $199,903 |
Other long-term assets | $1,545,064 | $1,806,502 | $2,036,395 | $308,475 | $0 |
Total long-term assets | $2,089,780 | $2,490,639 | $2,510,915 | $528,009 | $199,903 |
Total assets | $71,939,454 | $57,558,129 | $64,146,351 | $60,749,867 | $52,203,980 |
Liabilities | 2019 | 2018 | 2017 | 2016 | 2015 |
Payables and accrued expenses | $15,736,457 | $8,334,442 | $7,863,333 | $6,561,160 | $5,232,987 |
Other current liabilities | $0 | $0 | $0 | $0 | $0 |
Total current liabilities | $15,736,457 | $8,334,442 | $7,863,333 | $6,561,160 | $5,232,987 |
Debt | $0 | $0 | $0 | $0 | $0 |
Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
Other long-term liabilities | $1,066,407 | $1,288,402 | $1,479,209 | $308,475 | $0 |
Total long-term liabilities | $1,066,407 | $1,288,402 | $1,479,209 | $308,475 | $0 |
Total liabilities | $16,802,864 | $9,622,844 | $9,342,542 | $6,869,635 | $5,232,987 |
Net assets | 2019 | 2018 | 2017 | 2016 | 2015 |
Unrestricted | $0 | $28,741,344 | $36,161,943 | $34,315,364 | $31,642,241 |
Temporarily restricted | $0 | $19,193,941 | $18,641,866 | $19,564,868 | $15,328,752 |
Permanently restricted | $0 | $0 | $0 | $0 | $0 |
Net assets | $55,136,590 | $47,935,285 | $54,803,809 | $53,880,232 | $46,970,993 |
Revenues and expenses | |||||
Revenue | 2019 | 2018 | 2017 | 2016 | 2015 |
Total contributions | $84,340,089 | $62,461,901 | $53,890,714 | $55,016,285 | $49,597,422 |
Program service revenue | $0 | $0 | $0 | $0 | $0 |
Membership dues | $0 | $0 | $0 | $0 | $0 |
Investment income | $1,796,531 | $998,087 | $664,511 | $696,259 | $698,749 |
Other revenue | $374,002 | $98,869 | $27,913 | $15,987 | $42,138 |
Total other revenue | $2,170,533 | $1,096,956 | $692,424 | $712,246 | $740,887 |
Total revenue | $86,510,622 | $63,558,857 | $54,583,138 | $55,728,531 | $50,338,309 |
Expenses | 2019 | 2018 | 2017 | 2016 | 2015 |
Program services | $78,143,136 | $56,468,900 | $46,463,130 | $39,364,784 | $38,870,120 |
Management and general | $4,071,701 | $8,664,476 | $10,185,796 | $9,656,652 | $8,481,021 |
Fundraising | $1,657,564 | $2,426,391 | $1,437,661 | $1,281,341 | $1,227,075 |
Total expenses | $83,872,401 | $67,559,767 | $58,086,587 | $50,302,777 | $48,578,216 |
Change in net assets | 2019 | 2018 | 2017 | 2016 | 2015 |
Surplus (deficit) | $2,638,221 | ($4,000,910) | ($3,503,449) | $5,425,754 | $1,760,093 |
Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
Total change in net assets | $2,638,221 | ($4,000,910) | ($3,503,449) | $5,425,754 | $1,760,093 |
Compensation
Name | Title | Compensation |
Gt Ng | Board Member | $242,853 |
Korey Dowling | VP For People and Culture | $233,860 |
Geoffrey Mbwana | Board Chair | $223,394 |
Michael Kruger | Interim Board Secretary /President | $206,476 |
Matthew Siliga | VP For Marketing & Development | $199,198 |
David Earles | Director For Development | $197,917 |
Mario Lopes de Oliveira | Director of Emergency | $196,613 |
Josue Orellana | Director of Health | $194,779 |
Ella Simmons | Vice Chair/Ac Chair (effe. 12/19) | $193,125 |
Jonathan Duffy Through 1019 | Board Secretary /President | $192,616 |
Juan Prestol | Treasurer/Fin. Commiti Chair | $185,927 |
Debra Olson | Program Manager | $183,790 |
Mark Le Roux | Program Manager | $177,841 |
Ted Wilson | Board Member | $165,788 |
Imad Madanat | VP For Programs | $150,582 |
Ann Gibson | Ac Chair (through 12/19)/Interim CFO | $40,237 |
Compensation data as of: 12/31/2019
Response from ministry
No response has been provided by this ministry.
History
The Adventist Development and Relief Agency (ADRA) was established in November 1956 by the Seventh-day Adventist Church to provide humanitarian relief and welfare. Originally called Seventh-day Adventist Welfare Service or SAWS, the name was changed to Seventh-day Adventist World Service in 1973.
By 1958, SAWS reported relief shipments to 22 countries with a total value of about $485,000. Four years later, the number of countries had increased to 29, with a total value of $2.3 million in shipments. During this period, countries benefited included those in South America and the Middle East, sites of major disasters.
By the mid-1970s, the organization began to broaden its mission from disaster relief into programs leading to long-term development. In 1983 SAWS underwent yet another name change to better reflect its overall mission and activities, becoming the "Adventist Development and Relief Agency" (ADRA).
ADRA's work grew rapidly with major programs in several countries emphasizing community development, food distribution, institutional development, and ongoing disaster relief. From an initial worldwide staff of approximately 600, ADRA's activities soon included: building health clinics in Africa, assisting hurricane victims in Central America, teaching hygiene and health to children in Asia, and promoting awareness of worldwide humanitarian needs through ADRA's Global Village in the United States.
In 1997 the Agency was granted General Consultative Status by the United Nations, a unique opportunity giving ADRA added voice in the international community. In 1998 alone it assisted more than 18 million people with more than US$133 million in aid. More than 4,000 ADRA staff members currently work in more than 120 countries worldwide. As new challenges and needs arise, ADRA continues to strive to realize its mission of reflecting God's love through compassionate acts of humanitarian service.
Program accomplishments
The Adventist Development and Relief Agency communicates the following accomplishments in 2001:
Needs
Adventist Development & Relief Agency uses the following to express its ministry needs:
Giving has never been more rewarding. Following are three ways you can help:
Donate online-You can make a secure online donation to ADRA International by credit card. See the website for specific programs you can help.
Charitable Gifts-You may also contribute through charitable gift annuities. You can establish your Gift Annuity with a contribution in the form of cash, stocks, bonds or mutual funds.
ADRA'S Really Useful Gift Catalog-This Catalog provides you with everything you need to make a decision and choice about how you will positively impact lives around the world in partnership with ADRA International. Every single dollar is put to work for the people and projects that have motivated you to respond.