One Collective formerly International Teams 
The information in this column was provided to MinistryWatch by the ministry itself. It was last updated 2/17/2021. To update the information in this column, please email: info@ministrywatch.com
Summary
One Collective is a global non-profit organization fueling a movement to change the future of communities worldwide through integrated community transformation. We bring people together to help the oppressed to see lives and communities transformed by the power of God. With Jesus and with each other, we change the future.
Contact information
Mailing address:
2155 Point Blvd
Ste 200
Elgin, IL 60123
Website: www.onecollective.org
Phone: (847) 429-0900
Email: info@onecollective.org
Organization details
EIN: 366069820
CEO/President: Rev. Scott Olsen
Chairman: Mr. Jeff Stevenson
Board size: 9
Founder: Dr. Kevin G. Dyer
Year founded: 1960
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 1980
Purpose
For those who lack access to food, freedom, and forgiveness, the status quo is far from alright. International Teams works around the world with Jesus to see lives and communities transformed in ways that are consistent with his words, his works, and his ways. We believe transformed lives lead to transformed communities and vice versa. As we see it, transformation is when exponential change is happening in the community that is well beyond typical development. We will know when a community has reached the tipping point and moved from development to transformation because (1) Jesus' ways are at the center, (2) local assets are meeting local needs and there is an abundance, and (3) the community is expanding and replicating itself elsewhere because it is so attractive to others. By 2020, our goal is to be in 100 communities (carefully selected where we bring clear value) where no one is invisible and everyone has access to food, freedom, and forgiveness. We believe that such comprehensive access is required to move towards the transformation we envision. We have a plan to deliver our part in this transformation through both partnerships (churches, governments, schools, NGOs) and by sending teams on a temporary basis until the assets of the community are sufficient to move towards transformation without our presence. Our strategic exit will be the ultimate measure of success.
Mission statement
We bring people together to help the oppressed.
Statement of faith
WE BELIEVE in one God, eternally existing in three persons, Father, Son and Holy Spirit. WE BELIEVE that Jesus Christ was conceived by the Holy Spirit, was born of the virgin Mary, was true God and true man existing in one person and was without sin. We believe in His representative and substitutionary sacrifice, His bodily resurrection, His ascension to the Father, His present life as Lord of all, High Priest, and Advocate, and His personal return in power and glory. WE BELIEVE that the Holy Spirit indwells and gives life to believers, enables them to understand and apply the Scriptures, empowers them for godly living, and equips them for service and witness. WE BELIEVE the Scriptures of the Old and New Testaments are the inspired Word of God, without error in the original documents, fully trustworthy, and the final authority in all matters of Christian faith and life. WE BELIEVE that each member of the human race is fallen, sinful and lost; that the shed blood of Jesus Christ provides the only ground for forgiveness of sins and justification to all who receive Him by faith; and that only through regeneration by the Holy Spirit can they become children of God. WE BELIEVE that the one, holy, universal Church is the body of Christ, composed of all regenerate people. This redeemed community worships God and seeks to proclaim the Good News to all people. WE BELIEVE in the bodily resurrection of the just and the unjust, the everlasting blessedness of the saved, and the everlasting punishment of the lost. International Teams also accepts the Lausanne Covenant, The Apostle's Creed, and the Nicene Creed.
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Foreign Missions
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 347 of 913 | 41 of 105 |
| Fund acquisition rating | | 535 of 915 | 62 of 105 |
| Resource allocation rating | | 578 of 915 | 64 of 105 |
| Asset utilization rating | | 102 of 913 | 15 of 105 |
Financial ratios
| Funding ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 6% | 7% | 7% | 6% | 5% | 5% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 6% | 7% | 7% | 6% | 5% | 5% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 98% | 95% | 99% | 99% | 98% | 98% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 7% | 7% | 6% | 5% | 5% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 2% | 5% | 1% | 1% | 2% | 2% |
| Operating ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 81% | 82% | 81% | 82% | 82% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 100% | 100% | 107% | 100% | 99% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 81% | 82% | 87% | 82% | 81% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | 0% | 0% | -7% | 0% | 1% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | 0% | 1% | -33% | -1% | 4% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 10% | 12% | 11% | 13% | 13% | 13% |
| Investing ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.33 | 3.99 | 4.35 | 4.25 | 2.08 | 2.09 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.29 | 1.12 | 1.15 | 1.17 | 4.00 | 4.49 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.02 | 4.45 | 4.99 | 4.98 | 8.33 | 9.37 |
| Liquidity ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Current ratio Current ratio = Total current assets / Total current liabilities | 17.62 | 8.25 | 10.85 | 10.07 | 7.82 | 8.01 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.05 | 0.12 | 0.09 | 0.10 | 0.13 | 0.12 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.24 | 2.37 | 2.19 | 2.17 | 1.26 | 1.12 |
| Solvency ratios | Sector median | 2020 | 2019 | 2018 | 2017 | 2016 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 16% | 14% | 14% | 43% | 44% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 39% | 39% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 65% | 21% | 20% | 20% | 27% | 27% |
Financials
| Balance sheet | |||||
| Assets | 2020 | 2019 | 2018 | 2017 | 2016 |
| Cash | $1,875,737 | $1,573,551 | $1,929,609 | $1,100,773 | $955,343 |
| Receivables, inventories, prepaids | $586,472 | $765,282 | $346,561 | $245,257 | $265,785 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $2,462,209 | $2,338,833 | $2,276,170 | $1,346,030 | $1,221,128 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $287,558 | $339,941 | $387,545 | $4,039,845 | $4,258,477 |
| Other long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total long-term assets | $287,558 | $339,941 | $387,545 | $4,039,845 | $4,258,477 |
| Total assets | $2,749,767 | $2,678,774 | $2,663,715 | $5,385,875 | $5,479,605 |
| Liabilities | 2020 | 2019 | 2018 | 2017 | 2016 |
| Payables and accrued expenses | $213,732 | $215,523 | $226,077 | $172,046 | $152,373 |
| Other current liabilities | $84,657 | $0 | $0 | $0 | $0 |
| Total current liabilities | $298,389 | $215,523 | $226,077 | $172,046 | $152,373 |
| Debt | $0 | $0 | $0 | $2,074,710 | $2,148,248 |
| Due to (from) affiliates | $86,545 | $87,794 | $73,426 | $74,376 | $81,813 |
| Other long-term liabilities | $44,937 | $58,689 | $70,927 | $18,163 | $17,768 |
| Total long-term liabilities | $131,482 | $146,483 | $144,353 | $2,167,249 | $2,247,829 |
| Total liabilities | $429,871 | $362,006 | $370,430 | $2,339,295 | $2,400,202 |
| Net assets | 2020 | 2019 | 2018 | 2017 | 2016 |
| Without donor restrictions | $975,243 | $698,841 | $891,803 | $1,674,816 | $1,813,485 |
| With donor restrictions | $1,344,653 | $1,617,927 | $1,401,482 | $1,371,764 | $1,265,918 |
| Net assets | $2,319,896 | $2,316,768 | $2,293,285 | $3,046,580 | $3,079,403 |
| Revenues and expenses | |||||
| Revenue | 2020 | 2019 | 2018 | 2017 | 2016 |
| Total contributions | $10,399,598 | $11,599,886 | $10,496,699 | $10,913,929 | $11,303,037 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $0 | $0 | $0 | $0 | $0 |
| Other revenue | $564,659 | $83,511 | $76,528 | $268,812 | $258,824 |
| Total other revenue | $564,659 | $83,511 | $76,528 | $268,812 | $258,824 |
| Total revenue | $10,964,257 | $11,683,397 | $10,573,227 | $11,182,741 | $11,561,861 |
| Expenses | 2020 | 2019 | 2018 | 2017 | 2016 |
| Program services | $8,888,425 | $9,544,217 | $9,208,013 | $9,145,266 | $9,383,599 |
| Management and general | $1,336,490 | $1,306,010 | $1,490,002 | $1,508,472 | $1,491,486 |
| Fundraising | $736,214 | $809,687 | $628,507 | $561,826 | $565,958 |
| Total expenses | $10,961,129 | $11,659,914 | $11,326,522 | $11,215,564 | $11,441,043 |
| Change in net assets | 2020 | 2019 | 2018 | 2017 | 2016 |
| Surplus (deficit) | $3,128 | $23,483 | ($753,295) | ($32,823) | $120,818 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $3,128 | $23,483 | ($753,295) | ($32,823) | $120,818 |
Compensation
| Name | Title | Compensation |
| Scott Olson | President/CEO | $133,816 |
| Jon Steppe | Executive Vp/Treasurer/CFO | $102,638 |
| Scott White | Vice President | $87,029 |
| Anna Pavey | Vice President | $82,690 |
| Anthony Jones | Vice President | $77,326 |
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 2/17/2021. To update the information below, please email: info@ministrywatch.com
History
Founded in 1960, One Collective formerly International Teams began its work in Calcutta, India. Early teams distributed Bibles to those who had no access to them. Over time, the work expanded into programs like discipleship, church planting, and other work associated with helping people get reconciled to God through Jesus. Over the years, the scope of our work grew to include more compassion-based activities like meeting immediate needs for food and shelter. We've become convinced that our approach should not separate food, freedom, and forgiveness. A holistic, authentic Gospel--that does not separate mission and compassion--is the focus of One Collective today. We call this integrated community transformation.
Program accomplishments
The great clarity that God has given us in our vision and mission has caused us to make many foundational changes to the organization's structure, systems, and management processes. Since 2010, some of these key changes include: (1) implementation of a matrixed organizational design, (2) creation of a new recruiting process, (3) implementation of a new performance evaluation system, (4) creation of new organizational values, (5) roll out of a Philosophy of Ministry to our staff to ensure we are working on the same foundation, (6) revamped training programs, (7) development of a new core system for strategic planning in the field, (8) overhaul of our website, (8) start of new donor development programs, (9) roll out of a new leadership development program, and (10) creation of learning forums and tools for community transformation. We still have work to do to create leadership and field metrics, and a new donor development system to manage our new donor development programs. There is also a significant ongoing change management effort due to the amount of change we are making to align the entire organization. All of these changes are critical to our ability to affect transformation in the communities in which we work, from equipping staff with the knowledge and tools they need to creating a sound financial system to sustainably fund our work. We have identified about 50 of the 100 communities we want to be in by 2020, many coming from a new integrated community transformation focus for teams already in place. The remaining 50 communities are going to be in new places. Asset and needs assessments are being created and implemented in existing communities, but not yet to the extent we want because we are still deep into change management and aligning everyone to ICT. We know we cannot effectively move the organization towards ICT by demanding from senior leadership. We have to cast the vision internally and let people move towards it so they are committed instead of just compliant. That takes time. We are constantly adjusting to what works and what doesn't. Since vision informs design which in turn informs implementation, we keep these three in front of us all the time. If something isn't working as well as we expected in implementation (which is largely the phase we are in right now), we first make sure we don't need to modify the vision, and then we check the design. This iterative process keeps us learning all the time and making the right adjustments while always grounding ourselves in our vision and mission.
Needs
One Collective is always looking for individuals who have the passion and the skills to contribute to our work of integrated community transformation. We have short-term (one year), long-term (two years), and career opportunities, and these are both in the U.S. and abroad. These roles range from leaders on the ground contributing strategy and management for the community transformation vision to staff roles doing hands-on ministry work as needed in a particular community. A big part of our strategy is to work with other partners alongside those in the communities to bring about transformation. So we are always interested in talking to partners who might want to join us in the work of integrated community transformation. Finally, we are always in need of donors to come alongside our work. These investments in integrated community transformation are critical to the work we are doing with Jesus to change the future.