AIMS:(Acceleration in Mission Strategies) 
Summary
AIMS (Acceleration in Mission Strategies) was formed in 1985 under the leadership of Dr. Howard Foltz to train and encourage the church to adopt and evangelize the world's least reached peoples. After 35 years, AIMS continues to make the Unreached People Groups in the world their priority. AIMS is a nonprofit organization according to the IRS and is a member of the Evangelical Council for Financial Accountability (ECFA).
Contact information
Mailing address:
PO Box 38301
Colorado Springs, CO 80937-0937
Website: www.aims.org
Phone: (719) 266-3737
Email: aims@aims.org
Organization details
EIN: 742436293
CEO/President: Joshua Bold
Chairman: Thant McManus
Board size: 10
Founder: Dr. Howard Foltz
Year founded: 1985
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 1988
Purpose
The purpose of AIMS is "through global partnerships to see the Great Commission become the Great Completion".
Our new initiative LIGHT3500 began in May of 2019 to target and reach 3,500 Unreached People Groups with the gospel in the next 5 years through partnerships and people group adoptions. Adoptions provide support to indigenous Coordinators and National Missionaries who are networking and reaching the Unreached and report to us in real time.
Mission statement
AIMS Mission Statement is:
To mobilize strategic partners to proclaim the Kingdom of God to the remaining unreached peoples.
Our mission is to develop and implement strategies to target and reach Unreached People Groups through Evangelism, Discipleship, Holistic/Humanitarian ministry, and Church Planting with sustainable indigenous movements as a final result.
Statement of faith
AIMS holds to the Lausanne Covenant.
Our core values include Kingdom, Prayer, Loving People, Integrity, Being Strategic, Empowering, and Fervency.
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Evangelism Support
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 251 of 660 | 14 of 45 |
| Fund acquisition rating | | 141 of 662 | 8 of 45 |
| Resource allocation rating | | 352 of 662 | 22 of 45 |
| Asset utilization rating | | 371 of 660 | 23 of 45 |
Financial ratios
| Funding ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 5% | 3% | 2% | 2% | 3% | 3% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 2% | 2% | 2% | 2% | 3% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 96% | 95% | 96% | 97% | 96% | 98% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 3% | 2% | 3% | 3% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 4% | 5% | 4% | 3% | 4% | 2% |
| Operating ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 83% | 83% | 84% | 78% | 80% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 88% | 75% | 90% | 95% | 92% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 73% | 62% | 75% | 74% | 74% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | 12% | 25% | 10% | 5% | 8% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | 17% | 29% | 14% | 9% | 14% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 10% | 14% | 14% | 14% | 19% | 18% |
| Investing ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.33 | 1.21 | 0.85 | 1.30 | 1.53 | 1.68 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.30 | 1.00 | 1.01 | 1.03 | 1.06 | 1.11 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.18 | 1.21 | 0.85 | 1.33 | 1.62 | 1.86 |
| Liquidity ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Current ratio Current ratio = Total current assets / Total current liabilities | 19.48 | 112.90 | 85.02 | 431.06 | 23.16 | 24.62 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.04 | 0.01 | 0.01 | 0.00 | 0.04 | 0.04 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.13 | 9.82 | 13.89 | 8.99 | 7.09 | 6.18 |
| Solvency ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 5% | 1% | 1% | 0% | 4% | 4% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 72% | 82% | 116% | 77% | 63% | 57% |
Financials
| Balance sheet | |||||
| Assets | 2019 | 2018 | 2017 | 2016 | 2015 |
| Cash | $205,938 | $157,083 | $178,814 | $155,432 | $134,542 |
| Receivables, inventories, prepaids | $0 | $481 | $506 | $0 | $0 |
| Short-term investments | $108,161 | $103,692 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $314,099 | $261,256 | $179,320 | $155,432 | $134,542 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $329 | $1,596 | $4,906 | $8,787 | $14,561 |
| Other long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total long-term assets | $329 | $1,596 | $4,906 | $8,787 | $14,561 |
| Total assets | $314,428 | $262,852 | $184,226 | $164,219 | $149,103 |
| Liabilities | 2019 | 2018 | 2017 | 2016 | 2015 |
| Payables and accrued expenses | $2,782 | $3,073 | $416 | $6,710 | $5,465 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $2,782 | $3,073 | $416 | $6,710 | $5,465 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total liabilities | $2,782 | $3,073 | $416 | $6,710 | $5,465 |
| Net assets | 2019 | 2018 | 2017 | 2016 | 2015 |
| Unrestricted | $188,603 | $159,491 | $173,895 | $147,594 | $128,030 |
| Temporarily restricted | $123,043 | $100,288 | $9,915 | $9,915 | $15,608 |
| Permanently restricted | $0 | $0 | $0 | $0 | $0 |
| Net assets | $311,646 | $259,779 | $183,810 | $157,509 | $143,638 |
| Revenues and expenses | |||||
| Revenue | 2019 | 2018 | 2017 | 2016 | 2015 |
| Total contributions | $411,479 | $288,536 | $258,313 | $254,463 | $265,910 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $4,469 | $0 | $0 | $0 | $0 |
| Other revenue | $16,158 | $10,544 | $6,789 | $11,139 | $5,034 |
| Total other revenue | $20,627 | $10,544 | $6,789 | $11,139 | $5,034 |
| Total revenue | $432,106 | $299,080 | $265,102 | $265,602 | $270,944 |
| Expenses | 2019 | 2018 | 2017 | 2016 | 2015 |
| Program services | $316,409 | $185,960 | $199,410 | $197,434 | $199,556 |
| Management and general | $53,258 | $31,705 | $33,158 | $47,847 | $43,990 |
| Fundraising | $10,572 | $5,446 | $6,233 | $6,450 | $6,934 |
| Total expenses | $380,239 | $223,111 | $238,801 | $251,731 | $250,480 |
| Change in net assets | 2019 | 2018 | 2017 | 2016 | 2015 |
| Surplus (deficit) | $51,867 | $75,969 | $26,301 | $13,871 | $20,464 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $51,867 | $75,969 | $26,301 | $13,871 | $20,464 |
Response from ministry
No response has been provided by this ministry.
History
Early in 1985, Dr. Foltz came into contact with a number of other church leaders in the Charismatic Renewal from across the United States. They shared a common mission burden and could see that Charismatic churches across America contained great-untapped resources for world evangelization. There was an expressed need for envisioning, mobilization, networking, and a focus on becoming more strategic. So, on the first day of spring in 1985, AIMS was born.
Program accomplishments
In the 35 years of AIMS, our partners have reported 171,000 Christian leaders trained, 51,200 churches planted, and over 3 million salvations.
Currently active teams working in Europe, Africa, Central and South Asia, Middle East and in North America are seeing great results through indigenous networks of coordinators, trainers, and missionaries targeting over 200 unreached people groups, with many more to come in the near future, and taking the gospel to them and seeing churches planted.
AIMS continues to provides training for strategic cross-cultural ministry.
AIMS helps churches and individuals adopt and engage unreached people groups with a goal of establishing church planting movements.
AIMS builds alliances with churches, agencies, organizations, and individuals to partner with them in chosen regions.
AIMS partners with and trains national missionaries to plant regional churches.
Recent program improvements in 2019 include new web design, new innovative networking database, new online mobilization tools, new coaching services, new method for tracking adoptions/movement, new staff, new accounting and giving platform.