Christian Blind Mission / CBM 
The information in this column was provided to MinistryWatch by the ministry itself. It was last updated 8/11/2021. To update the information in this column, please email: info@ministrywatch.com
Summary
We go to the world's poorest places, to work with people living in the most difficult circumstances - so the most vulnerable are not left behind. We find the children like Fatima, living with cerebral palsy in the middle of a slum. With your help, we set up remote surgical units, battling brown-outs and tropical diseases, to give the miracle of sight. Our mandate is to ensure people with disabilities are included in development programs and emergency relief efforts.
Jesus spent his life caring for people on the fringes of society - people who were blind, poor, forgotten. That's our inspiration.
Contact information
Mailing address:
Christian Blind Mission
PO Box 340
Wheaton, IL 60187-0340
Website: www.cbmus.org
Phone: 800-937-2264
Email: info@cbmus.org
Organization details
EIN: 362959883
CEO/President: Dr. Peter Schießl
Chairman: Dr. Peter Schießl
Board size: 4
Founder: Mr Ernest Christoffel
Year founded: 1976
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 1983
Purpose
We are doctors, health officers, community workers and funding partners like you, passionate about giving hope & healing to children and families trapped by poverty and disability. Why? Because we believe no one should be forgotten. We believe following Jesus means caring for forgotten people. Our faith drives us to work in the world's poorest countries and communities.
Mission statement
CBMI uses the following to communicate its mission:
CBMI is an interdenominational Christian medical organization, working to prevent blindness, restore sight and impart living skills to the blind and disabled.
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 | | 138 of 941 | 19 of 75 |
| Fund acquisition rating | | 145 of 943 | 12 of 75 |
| Resource allocation rating | | 97 of 943 | 10 of 75 |
| Asset utilization rating | | 542 of 941 | 40 of 75 |
Financial ratios
| Funding ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 7% | 2% | 0% | 0% | 0% | 0% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 6% | 2% | 0% | 0% | 0% | 0% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 99% | 99% | 100% | 100% | 100% | 100% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 2% | 0% | 0% | 0% | 0% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 1% | 1% | 0% | 0% | 0% | 0% |
| Operating ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Program expense ratio Program expense ratio = Program services / Total expenses | 85% | 95% | 100% | 100% | 99% | 100% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 103% | 100% | 100% | 100% | 100% |
Program output ratio Program output ratio = Program services / Total revenue | 83% | 99% | 100% | 100% | 99% | 99% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | -3% | 0% | 0% | 0% | 0% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 6% | -5% | 0% | 8% | 2% | 4% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 7% | 3% | 0% | 0% | 1% | 0% |
| Investing ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.64 | 1.47 | 22.97 | 34.48 | 13.76 | 28.65 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.28 | 1.09 | 1.07 | 1.07 | 1.01 | 1.01 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.63 | 1.60 | 24.60 | 36.96 | 13.88 | 28.92 |
| Liquidity ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Current ratio Current ratio = Total current assets / Total current liabilities | 7.89 | 201.85 | 10.38 | 9.99 | 10.49 | 6.61 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.12 | 0.00 | 0.10 | 0.10 | 0.10 | 0.15 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 3.26 | 7.45 | 0.44 | 0.29 | 0.78 | 0.35 |
| Solvency ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 14% | 2% | 13% | 15% | 18% | 21% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 52% | 67% | 4% | 2% | 6% | 3% |
Financials
| Balance sheet | |||||
| Assets | 2020 | 2019 | 2018 | 2017 | 2016 |
| Cash | $217,624 | $753,764 | $685,089 | $1,537,896 | $1,551,053 |
| Receivables, inventories, prepaids | $5,539 | $359,478 | $503,149 | $798,151 | $734,490 |
| Short-term investments | $5,009,810 | $4,999,374 | $4,847,777 | $3,440,947 | $3,197,230 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $5,232,973 | $6,112,616 | $6,036,015 | $5,776,994 | $5,482,773 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $50,974 | $0 | $0 | $0 | $1,563 |
| Other long-term assets | $437,653 | $432,810 | $432,810 | $50,974 | $50,974 |
| Total long-term assets | $488,627 | $432,810 | $432,810 | $50,974 | $52,537 |
| Total assets | $5,721,600 | $6,545,426 | $6,468,825 | $5,827,968 | $5,535,310 |
| Liabilities | 2020 | 2019 | 2018 | 2017 | 2016 |
| Payables and accrued expenses | $25,925 | $23,090 | $13,954 | $72,275 | $31,484 |
| Other current liabilities | $0 | $565,523 | $590,479 | $478,348 | $797,694 |
| Total current liabilities | $25,925 | $588,613 | $604,433 | $550,623 | $829,178 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $105,803 | $254,802 | $359,920 | $519,681 | $320,196 |
| Total long-term liabilities | $105,803 | $254,802 | $359,920 | $519,681 | $320,196 |
| Total liabilities | $131,728 | $843,415 | $964,353 | $1,070,304 | $1,149,374 |
| Net assets | 2020 | 2019 | 2018 | 2017 | 2016 |
| Without donor restrictions | $580,062 | $714,707 | $687,978 | $277,764 | $168,420 |
| With donor restrictions | $5,009,810 | $4,987,304 | $4,816,494 | $4,479,900 | $4,217,516 |
| Net assets | $5,589,872 | $5,702,011 | $5,504,472 | $4,757,664 | $4,385,936 |
| Revenues and expenses | |||||
| Revenue | 2020 | 2019 | 2018 | 2017 | 2016 |
| Total contributions | $7,988,155 | $150,209,301 | $223,423,342 | $80,294,477 | $158,748,771 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $116,753 | $113,580 | $113,101 | ($1,982) | $4,883 |
| Other revenue | $0 | $29,726 | $0 | $0 | $5,458 |
| Total other revenue | $116,753 | $143,306 | $113,101 | ($1,982) | $10,341 |
| Total revenue | $8,104,908 | $150,352,607 | $223,536,443 | $80,292,495 | $158,759,112 |
| Expenses | 2020 | 2019 | 2018 | 2017 | 2016 |
| Program services | $7,983,421 | $149,776,684 | $222,423,387 | $79,631,398 | $157,831,146 |
| Management and general | $249,963 | $431,328 | $336,167 | $414,185 | $235,177 |
| Fundraising | $150,624 | $149,294 | $313,878 | $132,090 | $497,391 |
| Total expenses | $8,384,008 | $150,357,306 | $223,073,432 | $80,177,673 | $158,563,714 |
| Change in net assets | 2020 | 2019 | 2018 | 2017 | 2016 |
| Surplus (deficit) | ($279,100) | ($4,699) | $463,011 | $114,822 | $195,398 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($279,100) | ($4,699) | $463,011 | $114,822 | $195,398 |
Compensation
| Name | Title | Compensation |
| Dr Peter Schiessl | Board Chair/CEO | $172,514 |
| Dr M Babar Qureshi | Secretary | $148,040 |
| Thorsten Schmidt | Treasurer | $134,795 |
Compensation data as of: 6/30/2020
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 8/11/2021. To update the information below, please email: info@ministrywatch.com
History
Ninety years ago, Pastor Ernst J. Christoffel (born in Rheydt, Germany, in 1876) set up his first home for blind, physically disabled and orphaned children in Turkey. This was the inception of Christoffel-Blindenmission. There are few organizations which provide services for the disabled in poor countries, yet the need is immeasurably great. Back in the seventies, supporters were therefore sought also outside Germany.
One of the visions of former CBMI director Siegfried Wiesinger was to set up an international network of supportive associations, also in order to reduce the risk of a decline in donations in one country or another.
In North America, Australia and various European countries, independent CBMI organizations came into being. Step by step, this "CBMI family" grew, making it necessary to establish a modern structure to coordinate the activities of the national associations.
Joining forces is not just a reaction to the increasingly difficult situation of donor organizations in the donor countries. Instead of strengthening existing institutions, the number of aid organizations continues to grow. At the same time, the overall social conditions are deteriorating. In such times, CBMI, which is, after all, the major international NGO for disabled persons and eye patients, has set itself the task of ensuring professional standards of donation acquisition, and of gradually expanding the financial basis for the services it provides.
1908
Pastor Ernst J. Christoffel opens the first home for blind, physically disabled and orphaned children in Malatia, Turkey.
1925
Opening of a residential school for the blind in Tabriz, Iran.
1955
Death of Pastor Christoffel in Isfahan, Iran, at the age of 78.
1956
"Christliche Blindenmission" changes its name to "Christoffel-Blindenmission" in honour of its founder.
1961
Pastor Siegfried Wiesinger (1930 - 1989) is appointed Director of the mission.
1963
Ophthalmic work begins in Afghanistan, shortly afterwards also in Iran.
1967
CBM extends its work to the first African countries - Ethiopia, Kenya and Tanzania.
1973
CBM supports its first aid project in South America (Peru).
1976
An independent association is founded in the USA. Further CBMI associations follow in Canada (1978) and Australia (1983).
1986
The millionth cataract operation is performed by a CBMI-supported project since 1966.
1988
The large number of CBM friends in Austria and Switzerland means that independent member associations are established in these two countries.
1989
The World Health Organization (WHO) officially recognizes CBM/CBMI as a collaborating agency in the fields of preventing and curing blindness.
1992
CBM constituencies in western Germany (Bensheim) and eastern Germany (Potsdam) unite.
1994
All Christoffel-Blindenmissions and "Christian Blind Missions" join hands under the umbrella of CBM International, with head office in Zurich.
1996
Opening of CBM in Britain, followed in 1997 by CBM Belgium.
1997
The three millionth cataract operation is enabled by CBM International.
Program accomplishments
CBM works in 54 low income countries. We have 530 projects and provide empowering, ability-restoring services to people with disabilities.
Needs
CBM International has communicated the following needs:
The ministry has several different projects in need of sponsorship. More information may be found on their website.