Mission to the World, PCA 
Summary
Mission to the World, PCA ("MTW") is the mission sending agency of the Presbyterian Church of America ("PCA"). MTW ministers among the unreached groups in world-class cities, the hinterland, and rapid growth areas. MTW capacitates the local PCA church to discover, enjoy, and engage their unique potential, purpose, and passion for cross-cultural ministry, all to the Glory of God. To reach an area, MTW uses Church Planting Movements, or Spirit-directed, vision-driven, sustained expansions of Christ's Kingdom among particular geographic or ethnic groups. MTW advances its church planting movements by partnering with existing groups that are Reformed and covenantal. When there is no such group MTW may establish a new Reformed and covenantal denomination. As the Holy Spirit leads, MTW takes opportunities to influence others its Reformed and covenantal perspective. In 1993 Mission to the World was reported to be the 18th largest mission agency (out of the top 100 North American mission agencies) with the 32nd largest budget. 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:
1600 North Brown Rd.
Lawrenceville, GA 30043-8141
Website: www.mtw.org
Phone: (678) 823-0004
Email: info@mtw.org
Organization details
EIN: 582325982
CEO/President: Dr. Paul Kooistra
Chairman:
Board size:
Founder:
Year founded: 1974
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 1981
Purpose
Mission to the World, PCA ("MTW") is the mission sending agency of the Presbyterian Church of America ("PCA"). MTW ministers among the unreached groups in world-class cities, the hinterland, and rapid growth areas. MTW capacitates the local PCA church to discover, enjoy, and engage their unique potential, purpose, and passion for cross-cultural ministry, all to the Glory of God. To reach an area, MTW uses Church Planting Movements, or Spirit-directed, vision-driven, sustained expansions of Christ's Kingdom among particular geographic or ethnic groups.
MTW's approach is to advance the Gospel through the planting of self-propagating, self-supporting and self-governing churches with trained, empowered leadership. This method uses the ongoing multiplication and renewal of native churches that affect their communities. MTW advances its church planting movements by partnering with existing groups that are Reformed and covenantal. When there is no such group MTW may establish a new Reformed and covenantal denomination. As the Holy Spirit leads, MTW takes opportunities to influence others its Reformed and covenantal perspective. In 1993 Mission to the World was reported to be the 18th largest mission agency (out of the top 100 North American mission agencies) with the 32nd largest budget. 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
MTW uses the following to express its purpose:
Mission to the World is the mission sending agency of the PCA, helping to fulfill the Great Commission by advancing Reformed and Covenantal church-planting movements through word and deed in strategic areas worldwide.
Statement of faith
Mission to the World uses the following to communicate its doctrine, faith, and values:
MTW upholds the doctrines of sovereign grace and the truth that God saves his people. The Holy Scriptures are the authoritative and reliable history of His covenantal relationship with His children. In regard to that relationship, it is clear that missions is a divine enterprise in which God commands and graciously accepts the obedience of His children. The dual truth that God chose in eternity those who will be saved and that he also uses us as instruments in the process of saving them, is our foundation for missions.
Why we serve
God's Glory - We desire above all else to bring praise and worship to God as we seek to fulfill the Great Commission found in Matthew 28: 18-20.
PCA - we are a denominational mission organization. Our preeminent priority is to serve the mission intent and objectives of the Presbyterian Church in America.
Covenantal and Reformed - as stated in both our purpose statement and our theological foundations, we are a covenantal and Reformed agency, adhering to the supremacy of the Scriptures as our only rule of faith and practice. Our doctrinal statement is summarized in the Westminster Confession of Faith and its Larger and Shorter Catechisms. Our Reformed beliefs compel us to obey our Lord's Great Commission believing that He has His people in every tongue, tribe and nation for whom He specifically came and died.
Grace Based - central to the doctrines of grace are the utter helplessness of man and the absolute trustworthiness of God. He both commands and graciously accepts our obedience, which is characterized by faith, prayer, humility and a reliance on His providence.
Who we hope to be
Mature people - we will recruit people who have a heart for God, who are called to missions, and who are competent and committed. We will train, equip and support our people so that in reliance on the Holy Spirit they may be highly effective in achieving their ministry objectives and grow to their fullest professional and spiritual potential.
Empowered servants - our people will reflect a commitment to lifelong learning coupled with cross-cultural sensitivity. They will have individual initiative, creativity, team spirit, a sense of urgency and a willingness to take risks and try new things.
Competent leaders - MTW leaders will empower people and provide resources to accomplish goals that God has given us. In all situations they will treat others with dignity and respect.
Family - MTW will encourage the open communication, shared values and mutual trust and support that are found within the family of God and His covenant community.
How we plan to work
Prayer - we will make prayer foundational to every aspect of our ministry.
Integrity - we will demonstrate integrity in every aspect of our ministry.
Accountability - we will be accountable regarding goals, progress and the stewardship of our resources. We will monitor, measure and report on the important goals and dimensions of our plans so that we might continually improve the effectiveness of our ministry.
Teamwork - we are committed to team work and building team-based ministry strategies whenever feasible to increase impact, ownership and effectiveness.
Synergy - we will maximize our efforts and resources through our cooperative relationships with other agencies and strategic alliances with national churches who share complementary visions, strategies, goals and philosophies of ministry.
Decentralization - we will support strategy development and decision making at the closest possible point of ministry.
Closure - we are committed to building national churches in order not to perpetuate our expatriate ministry or maintain control. We will constantly pursue positive means of internationalization.
Transparency grade
D
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Foreign Missions
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 253 of 439 | 44 of 77 |
| Fund acquisition rating | | 205 of 439 | 37 of 77 |
| Resource allocation rating | | 192 of 439 | 34 of 77 |
| Asset utilization rating | | 333 of 439 | 64 of 77 |
Financial ratios
| Funding ratios | Median % for all ministries in MW database | 2015 | 2014 | 2013 | 2012 | 2011 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 7% | 6% | 7% | 7% | 9% | 9% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 6% | 6% | 7% | 7% | 8% | 8% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 95% | 96% | 89% | 91% | 92% | 95% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 8% | 8% | 8% | 9% | 9% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 5% | 4% | 11% | 9% | 8% | 5% |
| Operating ratios | Median % for all ministries in MW database | 2015 | 2014 | 2013 | 2012 | 2011 |
Program expense ratio Program expense ratio = Program services / Total expenses | 82% | 84% | 84% | 83% | 82% | 82% |
Spending ratio Spending ratio = Total expenses / Total revenue | 99% | 80% | 87% | 83% | 91% | 94% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 67% | 73% | 69% | 75% | 78% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 1% | 20% | 13% | 17% | 9% | 6% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 12% | 8% | 13% | 6% | 4% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 10% | 9% | 9% | 9% | 9% | 9% |
| Investing ratios | Median measure for all ministries in MW database | 2015 | 2014 | 2013 | 2012 | 2011 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.27 | 0.45 | 0.51 | 0.55 | 0.61 | 0.65 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.54 | 1.74 | 1.71 | 1.74 | 1.63 | 1.61 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.45 | 0.79 | 0.87 | 0.96 | 0.98 | 1.05 |
| Liquidity ratios | Median measure for all ministries in MW database | 2015 | 2014 | 2013 | 2012 | 2011 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.05 | 48.99 | 48.68 | 42.78 | 45.09 | 43.33 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.11 | 0.02 | 0.02 | 0.02 | 0.02 | 0.02 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 4.07 | 14.96 | 13.51 | 12.25 | 11.92 | 11.13 |
| Solvency ratios | Median % for all ministries in MW database | 2015 | 2014 | 2013 | 2012 | 2011 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 10% | 6% | 8% | 8% | 8% | 8% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 63% | 209% | 181% | 166% | 151% | 141% |
Financials
| Balance sheet | |||||
| Assets | 2015 | 2014 | 2013 | 2012 | 2011 |
| Cash | $9,041,430 | $5,196,913 | $5,487,235 | $4,072,187 | $4,032,807 |
| Receivables, inventories, prepaids | $432,541 | $437,038 | $538,039 | $500,811 | $453,864 |
| Short-term investments | $59,858,642 | $57,958,464 | $51,731,565 | $49,211,846 | $46,086,517 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $69,332,613 | $63,592,415 | $57,756,839 | $53,784,844 | $50,573,188 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $9,413,652 | $9,834,428 | $9,912,923 | $10,229,447 | $10,319,076 |
| Other long-term assets | $42,234,081 | $35,287,615 | $32,565,435 | $23,404,785 | $20,736,801 |
| Total long-term assets | $51,647,733 | $45,122,043 | $42,478,358 | $33,634,232 | $31,055,877 |
| Total assets | $120,980,346 | $108,714,458 | $100,235,197 | $87,419,076 | $81,629,065 |
| Liabilities | 2015 | 2014 | 2013 | 2012 | 2011 |
| Payables and accrued expenses | $1,415,296 | $1,306,378 | $1,350,247 | $1,192,907 | $1,167,281 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $1,415,296 | $1,306,378 | $1,350,247 | $1,192,907 | $1,167,281 |
| Debt | $0 | $0 | $193,302 | $241,971 | $350,869 |
| Due to (from) affiliates | $527,131 | $527,131 | $527,131 | $527,131 | $527,131 |
| Other long-term liabilities | $5,180,284 | $6,883,211 | $6,429,583 | $5,330,730 | $4,630,298 |
| Total long-term liabilities | $5,707,415 | $7,410,342 | $7,150,016 | $6,099,832 | $5,508,298 |
| Total liabilities | $7,122,711 | $8,716,720 | $8,500,263 | $7,292,739 | $6,675,579 |
| Net assets | 2015 | 2014 | 2013 | 2012 | 2011 |
| Unrestricted | $70,214,185 | $58,399,550 | $50,600,532 | $41,219,200 | $37,042,703 |
| Temporarily restricted | $41,799,440 | $39,754,178 | $39,290,392 | $37,063,127 | $36,066,773 |
| Permanently restricted | $1,844,010 | $1,844,010 | $1,844,010 | $1,844,010 | $1,844,010 |
| Net assets | $113,857,635 | $99,997,738 | $91,734,934 | $80,126,337 | $74,953,486 |
| Revenues and expenses | |||||
| Revenue | 2015 | 2014 | 2013 | 2012 | 2011 |
| Total contributions | $65,473,704 | $56,919,641 | $60,960,127 | $53,348,105 | $53,841,234 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $738,398 | $4,925,538 | $3,184,041 | $3,253,587 | $1,117,348 |
| Other revenue | $2,118,109 | $1,755,809 | $2,707,046 | $1,500,311 | $1,606,023 |
| Total other revenue | $2,856,507 | $6,681,347 | $5,891,087 | $4,753,898 | $2,723,371 |
| Total revenue | $68,330,211 | $63,600,988 | $66,851,214 | $58,102,003 | $56,564,605 |
| Expenses | 2015 | 2014 | 2013 | 2012 | 2011 |
| Program services | $45,593,436 | $46,354,301 | $45,902,540 | $43,309,734 | $43,947,824 |
| Management and general | $4,671,760 | $4,763,455 | $4,926,641 | $4,866,369 | $4,628,178 |
| Fundraising | $4,205,118 | $4,220,428 | $4,413,436 | $4,753,049 | $4,697,229 |
| Total expenses | $54,470,314 | $55,338,184 | $55,242,617 | $52,929,152 | $53,273,231 |
| Change in net assets | 2015 | 2014 | 2013 | 2012 | 2011 |
| Surplus (deficit) | $13,859,897 | $8,262,804 | $11,608,597 | $5,172,851 | $3,291,374 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $13,859,897 | $8,262,804 | $11,608,597 | $5,172,851 | $3,291,374 |
Response from ministry
No response has been provided by this ministry.
History
In Acapulco, in 1968, Jimmy Lyons, David Hamilton, Don Patterson, Ben Wilkinson and "Pappy" Howland, among others, discussed the issue of being a conservative missionary in a liberal Presbyterian church. These meetings led to the formation of the Executive Committee on Overseas Evangelism in 1970. This action led to Presbytery censure of several of the principals; however in 1973 the committee offered ECOE to the Continuing Presbyterian Church which was in its formative stages. In December 1973 ECOE was formally presented to the First General Assembly of the National Presbyterian Church which ultimately became the Presbyterian Church in America. Approximately $100,000, 11 missionaries, and three candidates were formally turned over to the new denomination.
When John Kyle, the first coordinator of Mission to the World started his job on June 1, 1974, there were several concerns that needed immediate attention. First, there was the theme of doctrinal purity. There were also many missionaries who were with parachurch agencies, who formerly were supported through ECOE. In its final decision the General Assembly decided, as quoted by the Presbyterian Journal, on the operational principle: "Presbyterian and Reformed, open to cooperation with other evangelical bodies, always searching the Scripture for confirmation and further light."
The resolution of these early concerns led to rapid growth. By October of 1986, Paul McKaughan, the second coordinator of MTW reported that there were 371 career missionaries and 62 short-term missionaries with SIMA, MTW's short-term agency.
By October of 1993, John Kyle, serving his second term as coordinator, reported approximately 600 career and one- and two-year missionaries in 62 countries and 1700 short-term workers involved in one- and two-week and one- and two-month projects.
In 1993 Mission to the World was reported to be the 18th largest mission agency (out of the top 100 North American mission agencies) with the 32nd largest budget. MTW/IMPACT was the 6th largest short-term agency within the same grouping.
With so much growth one might suspect large turnover. Not so, MTW enjoys one of the lowest attrition rates in missions, at around 5%, including retirements and deaths. In 1994 Paul Kooistra became coordinator of Mission to the World. He had previously been president of Covenant Seminary. Under his leadership Covenant grew from 150 students to 723 students in seven years.