Promise Keepers
Promise Keepers
EIN: 84-1157834
as of November 2023
as of November 13, 2023
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Promise Keepers will produce 18 men's conference events in 2003 with an estimated capacity of 244,000 attendees.
programs for Christian men
Ignite men to become passionate followers of Jesus Christ through confernces, clergy training workshops, community service, youth camps
Where we work
This profile needs more info.
If it is your nonprofit, add geographic service areas to create a map on your profile.
Login and updateExternal reviews

How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To inform the development of new programs/projects, To strengthen relationships with the people we serve
-
Which of the following feedback practices does your organization routinely carry out?
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?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.87
Months of cash in 2022 info
2.5
Fringe rate in 2022 info
24%
Funding sources info
Assets & liabilities info
Financial data
Promise Keepers
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of Promise Keepers’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.
Created in partnership with
Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $89,667 | -$587,686 | -$134,887 | $440,102 | $661,347 |
As % of expenses | 8.9% | -21.0% | -4.2% | 10.5% | 40.0% |
Unrestricted surplus (deficit) after depreciation | $89,667 | -$590,343 | -$138,320 | $436,670 | $642,557 |
As % of expenses | 8.9% | -21.1% | -4.3% | 10.4% | 38.5% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,101,282 | $2,210,322 | $3,049,150 | $4,644,365 | $2,313,167 |
Total revenue, % change over prior year | -31.4% | 100.7% | 38.0% | 52.3% | -50.2% |
Program services revenue | 0.0% | 0.0% | 0.0% | 9.8% | 0.2% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 100.0% | 93.8% | 84.2% | 86.9% | 99.5% |
Other revenue | 0.0% | 6.2% | 15.8% | 3.3% | 0.3% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,011,615 | $2,798,008 | $3,184,037 | $4,204,263 | $1,651,820 |
Total expenses, % change over prior year | -20.5% | 176.6% | 13.8% | 32.0% | -60.7% |
Personnel | 9.1% | 13.3% | 26.4% | 17.4% | 40.6% |
Professional fees | 35.7% | 52.5% | 30.2% | 21.4% | 32.1% |
Occupancy | 5.3% | 2.2% | 1.5% | 0.5% | 0.0% |
Interest | 1.4% | 0.6% | 0.2% | 0.5% | 0.5% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 48.6% | 31.4% | 41.7% | 60.3% | 26.8% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $1,011,615 | $2,800,665 | $3,187,470 | $4,207,695 | $1,670,610 |
One month of savings | $84,301 | $233,167 | $265,336 | $350,355 | $137,652 |
Debt principal payment | $0 | $0 | $0 | $169,771 | $229 |
Fixed asset additions | $0 | $10,297 | $0 | $0 | $197,571 |
Total full costs (estimated) | $1,095,916 | $3,044,129 | $3,452,806 | $4,727,821 | $2,006,062 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 2.8 | 1.6 | 0.4 | 0.5 | 2.5 |
Months of cash and investments | 2.8 | 1.6 | 0.4 | 0.5 | 2.5 |
Months of estimated liquid unrestricted net assets | 2.8 | -1.5 | -1.9 | -0.2 | 3.0 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $234,741 | $383,740 | $118,762 | $185,813 | $342,980 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $0 | $0 | $0 | $0 | $459,313 |
Gross land, buildings, equipment (LBE) | $153,281 | $10,277 | $10,277 | $10,277 | $207,869 |
Accumulated depreciation (as a % of LBE) | 100.0% | 25.7% | 59.1% | 92.5% | 13.6% |
Liabilities (as a % of assets) | 57.2% | 189.6% | 295.8% | 117.0% | 40.0% |
Unrestricted net assets | $238,699 | -$351,644 | -$489,964 | -$53,294 | $589,263 |
Temporarily restricted net assets | $0 | 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 | $0 | $0 | $0 | $0 | $0 |
Total net assets | $238,699 | -$351,644 | -$489,964 | -$53,294 | $589,263 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
CEO
Ken Harrison
Ken Harrison currently serves as CEO of Promise Keepers. His mission is to provide a way to reach men all across the globe while inspiring Promise Keepers entire community of givers, advisors, nonprofits, churches and business leaders.
After graduating from Marine Corps Officer Candidate School and then serving as a Los Angeles Police Officer, Harrison spent nearly two decades in the commercial real estate arena both nationally and internationally. After successfully building and growing his company, he sold the majority interest to Colliers International, the second largest commercial real estate company in the world. He stayed on as CEO of U.S. Valuation and Chair of International Valuation.
His combination of entrepreneurial success, executive leadership and commitment to Kingdom service will propel Promise Keepers forward as we continue to help build the Kingdom.
An author and corporate speaker, Harrison has appeared on many television and radio interviews, including, The Huckabee Show, James Dobson’s Family Talk, Fox Nation, The 700 Club and Turning Point. With a long record of dedicated service to ministry, Harrison leads Bible studies locally and participates in missions trips to South Africa, Haiti, and the Philippines. He is a Colson Fellow and has served on many boards, such as Promise Keepers, FCA, Corban University, Colorado Uplift and Urban Youth Ministries.
Harrison is the chair of Promise Keepers and is responsible for bringing that great organization back to significance. Harrison’s books include; Rise of the Servant Kings & his latest book called Daring Faith in a Cowardly World.
COO
Rick Wright
Rick Wright currently is the COO of Promise Keepers. He has been with Promise Keepers from the beginning and truly has a heart for men to find Jesus Christ.
Number of employees
Source: IRS Form 990
Promise Keepers
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Promise Keepers
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Promise Keepers
Board of directorsas of 10/19/2023
Board of directors data
William McCartney
Promise Keepers
William P. McCartney
Promise Keepers
Gene Binder
Cornerstone Church
Michael Walker
Church in the City/Beth Abraham
Jonathan Bernis
Jewish Voice Ministries, International
Jean Cadet
Christian Missionary Alliance
Lee Domingue
Wolters Kluwer Financial Services
Raleigh B. Washington
Promise Keepers
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
-
Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
No data
The organization's co-leader identifies as:
No data
Race & ethnicity
Gender identity
Sexual orientation
Disability
No data
Equity strategies
Last updated: 10/19/2023GuideStar 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 have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G