Convoy of Hope 
The information in this column was provided to MinistryWatch by the ministry itself. It was last updated 3/15/2021. To update the information in this column, please email: info@ministrywatch.com
Summary
Convoy of Hope partners with churches, humanitarian groups, businesses, civic organizations, and volunteers to offer physical and spiritual help to individuals and families in America and around the world. Convoy of Hope accomplishes its mission around the world through three main programs, compassion outreaches, disaster responses, and supply lines. Convoy of Hope is primarily supported through cash and in-kind donations from individuals, churches, and businesses who believe in the Organization's purpose. Convoy of Hope is a nonprofit organization and contributions to it are tax-deductible to the extent allowed by law. In addition, it is a member of the Evangelical Council for Financial Accountability (ECFA).
Contact information
Mailing address:
330 S. Patterson Ave
Springfield, MO 65802-5802
Website: www.convoyofhope.org
Phone: (417) 823-8998
Email: info@convoyofhope.org
Organization details
EIN: 680051386
CEO/President: Mr. Hal Donaldson
Chairman: Mr. Barry Corey, PH.D.
Board size: 15
Founder: Hal, Steve and Dave Donaldson
Year founded: 1994
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2001
Purpose
Convoy of Hope partners with churches, humanitarian groups, businesses, civic organizations, and volunteers to offer physical and spiritual help to individuals and families in America and around the world. Convoy of Hope accomplishes its mission around the world through three main programs:
- Compassion outreaches
- disaster responses, and
- supply lines
During a COH outreach, free groceries are distributed, job and health fairs are organized and activities for children are provided.
Convoy of Hope is a nonprofit organization and contributions to it are tax-deductible to the extent allowed by law. In addition, it is a member of the Evangelical Council for Financial Accountability (ECFA).
Mission statement
Convoy of Hope expresses its Mission Statement as follows:
Providing resources to local organizations to meet physical and spiritual needs for the purpose of making the community a better place.
Statement of faith
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Relief and Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 395 of 844 | 33 of 70 |
| Fund acquisition rating | | 557 of 844 | 47 of 70 |
| Resource allocation rating | | 370 of 844 | 30 of 70 |
| Asset utilization rating | | 297 of 844 | 29 of 70 |
Financial ratios
| Funding ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 7% | 9% | 4% | 3% | 7% | 7% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 6% | 9% | 4% | 3% | 7% | 7% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 98% | 98% | 99% | 99% | 99% | 99% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 9% | 4% | 3% | 6% | 7% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 2% | 2% | 1% | 1% | 1% | 1% |
| Operating ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Program expense ratio Program expense ratio = Program services / Total expenses | 86% | 87% | 88% | 90% | 91% | 90% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 97% | 96% | 90% | 107% | 98% |
Program output ratio Program output ratio = Program services / Total revenue | 84% | 85% | 84% | 81% | 98% | 88% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | 3% | 4% | 10% | -7% | 2% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 5% | 9% | 13% | 35% | -30% | 6% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 6% | 4% | 8% | 6% | 2% | 3% |
| Investing ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.93 | 2.43 | 2.69 | 2.77 | 3.84 | 2.64 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.34 | 1.15 | 1.29 | 1.36 | 1.41 | 1.28 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.95 | 2.81 | 3.46 | 3.78 | 5.40 | 3.38 |
| Liquidity ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.23 | 5.14 | 18.85 | 12.24 | 15.60 | 35.06 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.11 | 0.19 | 0.05 | 0.08 | 0.06 | 0.03 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 3.06 | 3.44 | 3.28 | 2.92 | 2.08 | 3.45 |
| Solvency ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 13% | 20% | 8% | 11% | 15% | 11% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 3% | 4% | 5% | 10% | 9% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 41% | 33% | 34% | 32% | 22% | 34% |
Financials
| Balance sheet | |||||
| Assets | 2019 | 2018 | 2017 | 2016 | 2015 |
| Cash | $26,095,901 | $21,805,050 | $14,816,758 | $9,110,187 | $4,645,285 |
| Receivables, inventories, prepaids | $14,825,420 | $15,831,849 | $14,905,197 | $16,839,388 | $31,168,869 |
| Short-term investments | $28,411,225 | $12,183,500 | $12,562,446 | $1,709,424 | $2,174,076 |
| Other current assets | $20,253 | $8,101 | $19,920 | $2,500 | $3,322 |
| Total current assets | $69,352,799 | $49,828,500 | $42,304,321 | $27,661,499 | $37,991,552 |
| Long-term investments | $0 | $0 | $1,044,323 | $0 | $0 |
| Fixed assets | $9,992,524 | $13,347,997 | $13,528,437 | $10,840,133 | $10,296,830 |
| Other long-term assets | $729,057 | $967,332 | $857,733 | $458,074 | $383,426 |
| Total long-term assets | $10,721,581 | $14,315,329 | $15,430,493 | $11,298,207 | $10,680,256 |
| Total assets | $80,074,380 | $64,143,829 | $57,734,814 | $38,959,706 | $48,671,808 |
| Liabilities | 2019 | 2018 | 2017 | 2016 | 2015 |
| Payables and accrued expenses | $2,873,840 | $2,642,738 | $3,455,152 | $1,773,533 | $1,083,689 |
| Other current liabilities | $10,621,237 | $0 | $0 | $0 | $0 |
| Total current liabilities | $13,495,077 | $2,642,738 | $3,455,152 | $1,773,533 | $1,083,689 |
| Debt | $2,353,688 | $2,777,615 | $3,044,524 | $4,067,738 | $4,448,873 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $2,353,688 | $2,777,615 | $3,044,524 | $4,067,738 | $4,448,873 |
| Total liabilities | $15,848,765 | $5,420,353 | $6,499,676 | $5,841,271 | $5,532,562 |
| Net assets | 2019 | 2018 | 2017 | 2016 | 2015 |
| Unrestricted | $51,682,405 | $42,229,411 | $31,964,268 | $18,148,238 | $17,413,762 |
| Temporarily restricted | $12,543,210 | $16,494,065 | $19,087,386 | $14,836,713 | $25,598,500 |
| Permanently restricted | $0 | $0 | $183,484 | $133,484 | $126,984 |
| Net assets | $64,225,615 | $58,723,476 | $51,235,138 | $33,118,435 | $43,139,246 |
| Revenues and expenses | |||||
| Revenue | 2019 | 2018 | 2017 | 2016 | 2015 |
| Total contributions | $196,922,531 | $178,401,930 | $176,202,822 | $138,448,753 | $129,131,341 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $1,006,573 | $350,805 | $657,675 | ($185,805) | $829,126 |
| Other revenue | $2,285,209 | $1,217,891 | $1,129,094 | $1,137,010 | $994,612 |
| Total other revenue | $3,291,782 | $1,568,696 | $1,786,769 | $951,205 | $1,823,738 |
| Total revenue | $200,214,313 | $179,970,626 | $177,989,591 | $139,399,958 | $130,955,079 |
| Expenses | 2019 | 2018 | 2017 | 2016 | 2015 |
| Program services | $170,018,768 | $151,435,385 | $144,506,707 | $136,587,200 | $115,242,591 |
| Management and general | $6,838,189 | $14,552,456 | $9,844,859 | $3,630,370 | $3,786,871 |
| Fundraising | $17,855,217 | $6,494,447 | $5,521,322 | $9,203,199 | $9,249,471 |
| Total expenses | $194,712,174 | $172,482,288 | $159,872,888 | $149,420,769 | $128,278,933 |
| Change in net assets | 2019 | 2018 | 2017 | 2016 | 2015 |
| Surplus (deficit) | $5,502,139 | $7,488,338 | $18,116,703 | ($10,020,811) | $2,676,146 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $5,502,139 | $7,488,338 | $18,116,703 | ($10,020,811) | $2,676,146 |
Compensation
| Name | Title | Compensation |
| Hal Donaldson | President | $416,876 |
| Keith Boucher | Senior VP and COO | $303,546 |
| Rick Waggoner | VP-Development | $266,931 |
| Daniel Clark Jr | VP-Partner Development | $253,457 |
| Kregg Hood | Sr VP and Cbo | $236,187 |
| Kirk Noonan | Chief Innovation Officer | $201,711 |
| Kary Kingsland | Senior Vp-Global Initiatives | $143,047 |
| Randy Rich | VP-Administration | $139,384 |
| Erick Meier | VP-Supply Chain | $138,589 |
| Chris Sonksen | Former Director | $128,986 |
| Aaron Cole | Director | $37,500 |
| Brad Rosenburg | Chairman | $24,000 |
Compensation data as of: 12/31/2019
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 3/15/2021. To update the information below, please email: info@ministrywatch.com
History
In 1969 Harold and Betty Donaldson were raising 4 children and pastoring a church in Northern California. On August 25, Harold and Betty were hit head-on by a drunk driver. Harold was killed; Betty survived but was immobile for some time, unable to work or cook. The four children experienced first hand what it is like to go without many of life's basic necessities. Yet, people from the community provided them sustenance and shelter. Most importantly, they gave the children hope that they were not alone and could make it.
In 1984, Hal, Steve and Dave Donaldson felt compelled to be their father's "second wind" and began a nonprofit, transdenominational organization to help others as they had once been helped. Through this organization, they began coordinating outreach events that have evolved into what is known today as Convoy of Hope.
When devastating hurricanes ripped through the Caribbean and Central America in 1998, Convoy of Hope responded with over million pounds of food and supplies; thus, launching their International efforts. Today, COH is actively touching those in need across the United States and around the globe.
Convoy of Hope, Inc. was incorporated as ChurchCare America, Inc. on November 26, 1984 in the state of California. During 2002, the organization changed its legal name to Convoy of Hope, Inc.
Program accomplishments
In 2006:
- More than 3.9 million people were served
- Approximately 19.5 million pounds of food and supplies were delivered to people in need
- More than 15,000 volunteers were mobilized to extend a helping hand
- Specific compassion activities included delivering food and clean water, offering medical and dental screenings, providing free haircuts, conducting job fairs, enrolling children in nutrition programs in developing countries, along with many other activities.
Needs
COH has communicated the following needs:
WorldHope Project needs sponsors whether it be an individuals, businesses or churches to help fund the shipments of 40' containers containing food and relief supplies needed in many different areas worldwide.
There are several other ways to help such as donating food and supplies, sponsoring trucks, providing means of transportation and places to warehouse collected goods until ready to ship.
For more information go to COH's website.