International Samaritan

aka International Samaritan   |   Ann Arbor, MI   |
GuideStar Charity Check

International Samaritan

EIN: 34-1811907


International Samaritan works hand in hand with people living in garbage dump communities to help them break out of poverty.

Ruling year info



Mr. Mike Tenbusch

Main address

803 N Main Street

Ann Arbor, MI 48104 USA

Show more contact info

Formerly known as

Central Amarican Ministries



Subject area info

Community improvement

Human services

Youth services

Special population support

International development

Population served info

Children and youth


NTEE code info

Services to Promote the Independence of Specific Populations (P80)

Human Service Organizations (P20)

Children's and Youth Services (P30)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Tax forms


Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Thousands of human beings fighting with vultures, rats, cows, pigs, and among themselves for the resources of the city garbage dumps in developing countries. They live in what the UN considers the most severe and chronic poverty in the world, surviving on less than $2 a day. Many in the United States do not know that this level of poverty exists, so consciousness raising among high school and college students domestically is also a main priority of this organization.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Francisco Coll School

One of IS's largest projects, provides quality, free education to more than 300 children. Additionally the school provides seminars to the children's parents. In 2005, CAM expanded the school to include two additional classrooms and a counseling office.

Francisco Coll School Nutrition Program

Created with the foundation of the Francisco Coll School, this program provides 3,000 meals weekly to the children of the Guatemala City Dump

Population(s) Served
Children and youth

International Samaritan worked in partnership with the University of Central America’s Institute of Public Opinion to better determine the most urgent and pressing needs of children and families living in the garbage dump of Guatemala City. The overwhelming majority of garbage dump dwellers who responded to the survey indicated they wanted better access to education after the sixth grade. In 2007, the Step by Step Scholarship Program was officially implemented and now gives hundreds of opportunities to students across four countries to continue their education, get job training, graduate, and become employed.

Population(s) Served
Children and youth

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of students who receive scholarship funds and/or tuition assistance

This metric is no longer tracked.
Totals By Year
Population(s) Served

At-risk youth, Economically disadvantaged people, Children and youth

Related Program

Step by Step Scholarship Program

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Step by Step Scholarships provide education and address other basic needs such as food, school supplies, uniforms, etc. The program has grown successfully over the past several years.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

International Samaritan aims to break the cycle of garbage dump poverty by providing educational scholarships and support to children and families living and depending on the dump.

International Samaritan works hand in hand with people living in garbage dump communities to help them break out of poverty. Our Step by Step scholarship program provides children with the means to go to school and continue their education to be able to get better, higher earning jobs than work in the garbage dump, and thus pull themselves, their families, and their community out of the cycle of poverty.

International Samaritan partners with in-country partners and staff to determine the needs of each specific community. NGO partners and in-country staff are able to communicate with community members and ensure that programs reach their intended audiences. The Ann Arbor office provides program oversight and ensures that programs run smoothly through administrative oversight.

Since 1994, International Samaritan has served tens of thousands of people who live and work in garbage dumps. We have distributed meals, built homes, provided educational support and scholarships, and provided medical care to thousands of community members across many countries throughout the world. In addition to continuing our programs, we are currently developing measures and processes for measuring the success of our programs to learn how to better serve garbage dump communities. We are already seeing the effects of education through graduates of our Step by Step Scholarship Program in Guatemala and Ethiopia, and we hope to see many more of these successes as our programs continue to develop.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    It is difficult to find the ongoing funding to support feedback collection


International Samaritan
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 119.14 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 3.9 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 19% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

International Samaritan

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

International Samaritan

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

International Samaritan

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of International Samaritan’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$2,067,516 $2,112,900 -$1,354,513 $838,091 -$5,656,114
As % of expenses -92.2% 64.2% -32.3% 23.0% -130.0%
Unrestricted surplus (deficit) after depreciation -$2,093,401 $2,092,455 -$1,374,962 $817,503 -$5,676,280
As % of expenses -92.3% 63.2% -32.6% 22.3% -129.9%
Revenue composition info
Total revenue (unrestricted & restricted) $2,013,699 $2,782,559 $1,349,670 $2,530,295 $3,025,447
Total revenue, % change over prior year -74.3% 38.2% -51.5% 87.5% 19.6%
Program services revenue 35.1% 23.4% 14.1% 13.5% 0.4%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 25.5% 20.8% 27.1% 18.3% 14.1%
Government grants 0.0% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 30.2% 50.4% 58.2% 56.4% 79.5%
Other revenue 9.2% 5.3% 0.6% 11.8% 6.0%
Expense composition info
Total expenses before depreciation $2,241,298 $3,291,818 $4,198,938 $3,646,120 $4,350,995
Total expenses, % change over prior year 0.7% 46.9% 27.6% -13.2% 19.3%
Personnel 22.8% 18.1% 16.4% 20.5% 17.8%
Professional fees 5.1% 0.3% 0.1% 1.2% 0.8%
Occupancy 2.5% 1.7% 0.8% 1.2% 1.4%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 27.9% 27.2% 35.4% 30.1% 39.1%
All other expenses 41.6% 52.7% 47.2% 47.1% 41.0%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $2,267,183 $3,312,263 $4,219,387 $3,666,708 $4,371,161
One month of savings $186,775 $274,318 $349,912 $303,843 $362,583
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $21,052 $0
Total full costs (estimated) $2,453,958 $3,586,581 $4,569,299 $3,991,603 $4,733,744

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 8.2 1.6 3.5 5.1 1.4
Months of cash and investments 110.7 87.4 66.7 82.4 53.6
Months of estimated liquid unrestricted net assets 122.6 91.1 67.6 80.4 51.7
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $1,539,285 $433,330 $1,234,529 $1,551,337 $501,386
Investments $19,138,290 $23,529,727 $22,118,530 $23,493,112 $18,918,214
Receivables $3,043,771 $2,002,400 $1,000,000 $0 $0
Gross land, buildings, equipment (LBE) $456,523 $448,273 $456,766 $477,818 $492,626
Accumulated depreciation (as a % of LBE) 22.8% 25.3% 29.3% 32.3% 35.5%
Liabilities (as a % of assets) 1.5% 1.6% 0.4% 0.3% 0.4%
Unrestricted net assets $23,242,878 $25,335,333 $23,960,371 $24,746,856 $19,070,576
Temporarily restricted net assets $650,494 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $650,494 $765,070 $765,070 $765,070 $765,070
Total net assets $23,893,372 $26,100,403 $24,725,441 $25,511,926 $19,835,646

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization


Mr. Mike Tenbusch

A graduate of the University of Michigan Law School, Mike co-founded Think Detroit with Dan Varner in 1997, which was named Crain’s Detroit Business Best-Managed Non-Profit in 2004 and merged with Detroit PAL in 2006. After serving on Detroit’s school board, Mike then led an effort at the United Way for Southeastern Michigan to move graduation rates from less than 60% to 80% or higher in the region’s most historically challenged high schools. Most recently, he served as the founding executive director of the SAY Detroit Play Center and interim CEO of the Detroit Parent Network. He is also is the author of The Jonathan Effect: Helping Kids and Schools Win the Battle Against Poverty, called a “moving, inspiring and important book” by best-selling author Dan Heath. Mike and his wife, Maritza, have three children.

Number of employees

Source: IRS Form 990

International Samaritan

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

International Samaritan

Board of directors
as of 06/13/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Dan Weingartz


Organizational demographics

SOURCE: Self-reported; last updated 11/1/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Decline to state

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data


No data

Equity strategies

Last updated: 11/01/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.