Childcare Worldwide/ Childcare International 
Summary
Childcare Worldwide (CW), formerly, Childcare International ("CI") is an international ministry that strives to meet the needs of the poor; with emphasis on the children, through a social, medical and spiritual ministry based upon the Gospel of Jesus Christ.
This organization is a nonprofit. Contributions to it are fully tax deductible to the extent allowed by law. It is a member of the Evangelical Council for Financial Accountability (ECFA).
Contact information
Mailing address:
PO Box 28550
Bellingham, WA 98228
Website: www.childcareworldwide.org
Phone: (360) 647-2283
Email: info@childcareworldwide.org
Organization details
EIN: 953619910
CEO/President: Dr. G. M. Lange
Chairman: Jeff McSorley
Board size: 6
Founder: Dr. G. M. Lange
Year founded: 1981
Tax deductible: Yes
Fiscal year end: 09/30
Member of ECFA: Yes
Member of ECFA since: 1982
Purpose
Childcare Worldwide (CCW), formerly Childcare International, is an international ministry that strives to meet the needs of the poor; with emphasis on the children, through a social, medical and spiritual ministry based upon the Gospel of Jesus Christ.
This organization is a nonprofit. Contributions to it are fully tax deductible to the extent allowed by law. It is a member of the Evangelical Council for Financial Accountability (ECFA).
Mission statement
Childcare Worldwide's Mission Statement is:
Childcare Worldwide transforms children's lives by exposing them to the gospel of Jesus Christ, providing for their physical needs and sponsoring their education.
Statement of faith
Childcare Worldwide uses the following to express its Statement of Faith:
- We believe the Bible to be the inspired, the only infallible, authoritative word of God.
- We believe that there is only one God, eternally existent in three persons: Father, Son and Holy Spirit.
- We believe in the deity and humanity of Christ, His virgin birth, His sinless life, His miracles, His vicarious and atoning death through His shed blood, in His bodily resurrection, His ascension to the right hand of the Father, His present rule as Head of the Church and in His personal return in power and glory.
- We believe that for the salvation of lost and sinful men, regeneration by the Holy Spirit is absolutely essential.
- We believe in the present ministry of the Holy Spirit, by whose indwelling, the Christian is enabled to live a godly life.
- We believe in the resurrection of both the saved and the lost. They that are saved unto the resurrection of life, and they that are lost unto the resurrection of damnation.
- We believe in the spiritual unity of believers in our Lord Jesus Christ, with equality across racial, gender and class differences.
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 | | 625 of 725 | 55 of 68 |
| Fund acquisition rating | | 481 of 726 | 46 of 68 |
| Resource allocation rating | | 482 of 726 | 46 of 68 |
| Asset utilization rating | | 620 of 725 | 54 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% | 9% | 7% | 8% | 9% | 8% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 6% | 9% | 7% | 8% | 9% | 8% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 98% | 99% | 103% | 100% | 100% | 96% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 7% | 9% | 7% | 9% | 9% | 9% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 2% | 1% | -3% | 0% | 0% | 4% |
| Operating ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Program expense ratio Program expense ratio = Program services / Total expenses | 85% | 82% | 86% | 88% | 88% | 89% |
Spending ratio Spending ratio = Total expenses / Total revenue | 100% | 102% | 97% | 90% | 102% | 90% |
Program output ratio Program output ratio = Program services / Total revenue | 85% | 83% | 84% | 79% | 89% | 80% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 0% | -2% | 3% | 10% | -2% | 10% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 0% | -3% | 5% | 19% | -4% | 21% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 7% | 9% | 6% | 4% | 3% | 2% |
| Investing ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.78 | 1.13 | 1.10 | 1.20 | 1.93 | 1.77 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.32 | 2.59 | 2.57 | 3.12 | 1.41 | 1.30 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.77 | 2.92 | 2.82 | 3.75 | 2.71 | 2.31 |
| Liquidity ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Current ratio Current ratio = Total current assets / Total current liabilities | 6.48 | 4.87 | 3.79 | 6.90 | 8.27 | 14.33 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.15 | 0.21 | 0.26 | 0.14 | 0.12 | 0.07 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 3.00 | 3.26 | 3.13 | 2.74 | 3.89 | 4.84 |
| Solvency ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 13% | 35% | 36% | 33% | 9% | 5% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 27% | 26% | 28% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 44% | 58% | 58% | 56% | 47% | 53% |
Financials
| Balance sheet | |||||
| Assets | 2019 | 2018 | 2017 | 2016 | 2015 |
| Cash | $1,393,116 | $1,344,779 | $1,056,856 | $1,367,806 | $1,467,500 |
| Receivables, inventories, prepaids | $50,776 | $46,404 | $6,768 | $36,139 | $45,422 |
| Short-term investments | $0 | $134,939 | $134,977 | $192,446 | $177,735 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $1,443,892 | $1,526,122 | $1,198,601 | $1,596,391 | $1,690,657 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $2,293,773 | $2,392,553 | $2,541,895 | $651,537 | $509,813 |
| Other long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total long-term assets | $2,293,773 | $2,392,553 | $2,541,895 | $651,537 | $509,813 |
| Total assets | $3,737,665 | $3,918,675 | $3,740,496 | $2,247,928 | $2,200,470 |
| Liabilities | 2019 | 2018 | 2017 | 2016 | 2015 |
| Payables and accrued expenses | $296,771 | $402,326 | $173,657 | $192,918 | $117,961 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $296,771 | $402,326 | $173,657 | $192,918 | $117,961 |
| Debt | $1,003,460 | $1,027,786 | $1,050,793 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $1,003,460 | $1,027,786 | $1,050,793 | $0 | $0 |
| Total liabilities | $1,300,231 | $1,430,112 | $1,224,450 | $192,918 | $117,961 |
| Net assets | 2019 | 2018 | 2017 | 2016 | 2015 |
| Unrestricted | $1,991,591 | $1,869,765 | $1,993,131 | $1,411,940 | $1,271,895 |
| Temporarily restricted | $445,843 | $618,798 | $522,915 | $643,070 | $810,614 |
| Permanently restricted | $0 | $0 | $0 | $0 | $0 |
| Net assets | $2,437,434 | $2,488,563 | $2,516,046 | $2,055,010 | $2,082,509 |
| Revenues and expenses | |||||
| Revenue | 2019 | 2018 | 2017 | 2016 | 2015 |
| Total contributions | $4,125,948 | $4,553,325 | $4,962,772 | $4,253,191 | $4,185,035 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $0 | $5,783 | $20,313 | $20,334 | $8,971 |
| Other revenue | $25,136 | ($126,495) | ($4,565) | ($16,414) | $145,800 |
| Total other revenue | $25,136 | ($120,712) | $15,748 | $3,920 | $154,771 |
| Total revenue | $4,151,084 | $4,432,613 | $4,978,520 | $4,257,111 | $4,339,806 |
| Expenses | 2019 | 2018 | 2017 | 2016 | 2015 |
| Program services | $3,449,746 | $3,712,924 | $3,950,800 | $3,800,315 | $3,456,947 |
| Management and general | $394,617 | $272,798 | $157,693 | $137,640 | $95,390 |
| Fundraising | $372,899 | $321,995 | $385,229 | $394,611 | $345,969 |
| Total expenses | $4,217,262 | $4,307,717 | $4,493,722 | $4,332,566 | $3,898,306 |
| Change in net assets | 2019 | 2018 | 2017 | 2016 | 2015 |
| Surplus (deficit) | ($66,178) | $124,896 | $484,798 | ($75,455) | $441,500 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($66,178) | $124,896 | $484,798 | ($75,455) | $441,500 |
Compensation
| Name | Title | Compensation |
| Warren Bud Strom | Treasurer, Chief Financial | $83,110 |
| Dr Gm Lange | President, Founder | $59,955 |
| Peter Horne | Executive VP International | $30,000 |
| William A Nienhuis | Director/CEO/President | $18,093 |
Compensation data as of: 9/30/2019
Response from ministry
No response has been provided by this ministry.
History
History of Childcare Worldwide
April 1981:
July 1981:
1982:
1983:
1983:
1984:
1985:
1985:
1986:
1990:
1992:
1996:
1996:
1988:
1988:
2006:
Program accomplishments
Childcare Worldwide communicates the following accomplishments:
In 2002-
- In Uganda the first Children's Village was built for AIDS orphans.
- Ron and Marie Hudson home in Nakuru, Kenya houses 60 AIDS orphans.
- An additional childrens' home and a tailoring school was built in Narok,Kenya.
- Shipped a container of beans to Haiti to supplement the food program.
- Shipped 4 containers of food,medicine and medical supplies to Malawi, Africa.
- Enlargement Clinic in Kenya and Ministries in Philippines.
- Childcare International works in the State of Andrha Pradesh.
- Six children's homes supported through child sponsorship.
- Also child sponsorship in seven villages.
- Advanced Education through colleges, vocational and trade schools
- Child Sponsorship Program in poor areas of Tijuana.
- Computer School
- Survival Paks for especially needy families consisting of staple foods such as rice, beans, sugar, corn flour, legumes.
- Food Distribution Program in Port-au-Prince (Survival Paks consisting of rice, beans and cooking oil).
- Child Sponsorship Program in eight centers.
- Advanced education through vocational and trade schools (CI has its own computer school).
- Three children's homes supported through child sponsorship.
- Child sponsorship in 11 villages.
- Advanced education through vocational and trade schools.
- Computer School
- Secretary School
- Tailoring School
- Water projects in villages
- Clinic in a Maasai village
- Evangelism in all areas of ministry
- 11,000 children in the breakfast program
- Survival Paks for especially needy families consisting of rice, beans, sugar, and milk powder.
- One complete children's village for AIDS orphans consisting of 12 homes.
- Child sponsorship in these homes and 10 villages.
- Advanced education through vocational and trade schools.
- Survival Paks consisting of rice, beans, sugar, paraffin, and soap for children who live alone while they are waiting for a chance to go into a home.
- Enlarged sponsorship program with advanced education through vocational and trade schools.
- Sponsorship of needy children through the organization From the Heart
- Child sponsorship and evangelism on small, unreached islands in the vicinity of Cebu.
- Enlarged child sponsorship program.
- Advanced education through vocational and trade schools.
RELIEF AID:
Turkey (Earthquake); Kosovo (Serbian attacks); Hurricane Mitch victims; Afghan (Earthquake); New York (Sept 11).
COMPUTER SCHOOLS:
Kenya, Haiti and India; number of students entering trade school and college has risen dramatically.
Needs
Childcare Worldwide in the words of the president Max Lange express their need as follows:
Fifteen years ago the fighting started in Northern Uganda. This has now become one of the worst humanitarian crisis. More than 800,000 Ugandans are "internally displaced people." To date the conflict has killed over 23,000 people. The conflict is between the government of Uganda and the "Lord's Resistance Army," (LRA.) The LRA is backed by the Sudan and is a mixture of Islam, paganism and Christianity. As always, the children suffer the most. Since June 2002, an estimated 5,000 children have been abducted by the LRA. The children are subjected to brutal treatments as soldiers, laborers and sexual slaves. The LRA uses brutal tactics to demand obedience from abducted children.
Children are forced to beat or trample to death other children who attempted to escape, and are repeatedly told they will be killed if they try to run away.
Martin, age 13, who was abducted in February 2002 said: "Early on when my brothers and I were captured, the LRA explained to us that all five brothers could not serve because we would not perform well. So they tied up my two younger brothers and invited us to watch. Then they beat them with sticks until they died. My youngest brother was nine years old.
There are many more gruesome testimonies from, children, both boys and girls.
Our director in Uganda, Michael Masembe has asked for help. Every night thousands of children pour into towns of Northern Uganda from surrounding areas hoping to avoid abduction. They sleep on the streets, in bus parks or on local church grounds. These children need our help!
Michael wants to work with the churches in the area and deliver food, blankets and clothing to the children. The supplies can be bought in Uganda and we have the means of transport.
Childcare International has worked in Uganda since 1985. Our ministry is located on the Ssese Islands in Lake Victoria. We are helping children cope with the AIDS epidemic. On Ssese we have completed the first AIDS orphans village and two more are already funded. We have an office in Masaka on the mainland. From there it is just 250 miles to get to the center of the crisis.
We are trying to raise $5,000 for the relief materials.