Global Outreach International
Good News for Every Nation in this Generation
Global Outreach International
EIN: 48-1256219
Mission
To get the Good News to every nation this generation by showing and sharing God's Love.
Ruling year
2002
CEO
John Darnell III
Main address
PO Box 1
Tupelo, MS 38802 USA
EIN
48-1256219
Christianity
International development
Population served
People of African descent
People of Asian descent
People of European descent
People of Latin American descent
People of Middle Eastern descent
NTEE code
Christian (X20)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
The problem: millions of people die each day going to an eternity in hell separated from Jesus Christ. We want people to spend eternity in heaven with God and also experience the joy of living with Him now. How: We show and share the love of Christ. We show the love of Christ by meeting physical needs (hunger, poverty, employment, sickness, etc.) to open up the opportunity to share the love of Christ, that is how Christ died to save us eternally.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Christian Missions
The organization provides opportunities to and support for Christian missionaries providing evangelism, discipleship, development, and compassion ministries to people in approximately fifty countries around the world.
Global Outreach International empowers believers to follow the Holy Spirit's calling in their lives. Instead of telling people where or how to do their ministry, we equip missionaries to be effective serving wherever God calls them using the gifting and talents He has given them. As a gospel-focused interdenominational organization, we do not place a restriction on denomination and believe all in Christ are called to be on mission with Him.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of donations made by board members
This metric is no longer tracked.Totals By Year
Population(s) Served
Christians, Social and economic status, Ethnic and racial groups
Related Program
Christian Missions
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
100% of board members donated to Global Outreach.
Percentage of missionaries visited in their field of service
This metric is no longer tracked.Totals By Year
Population(s) Served
Work status and occupations
Related Program
Christian Missions
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
We desire face to face touch points with our field workers around the world. In 2019, we visited more than 80%. In 2020 and 2021, that number fell due to COVID travel restrictions.
Total number of new organization members
This metric is no longer tracked.Totals By Year
Population(s) Served
Indigenous peoples, At-risk youth, Victims and oppressed people, Unemployed people
Related Program
Christian Missions
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
New organization members means new missionaries who are deployed to the field with Global Outreach. We desire to see 100 new missionaries per year by 2024.
Total dollars received in contributions
This metric is no longer tracked.Totals By Year
Population(s) Served
Christians, Work status and occupations
Related Program
Christian Missions
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Global Outreach receives funds for 280+ missionaries serving in 49 countries around the world. This metric is specifically administrative funds for the organization, not including restricted funds.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
We desire to mobilize missionaries who carry the good news of Jesus Christ to each people group around the world who doesn't know Him. More specifically, we want the news of Jesus to reach every nation in this generation.
That means that we want to see the 7,000 people groups who have no knowledge of Jesus to grow to more than 2% of their population being Christian. And, we want that to happen within the next 70 years.
To accomplish this, we have sub goals, which are to mobilize missionaries in the fields of healthcare, education, agriculture, church planting, and vulnerable/orphan care so that they can use these good deeds to improve the living conditions of those around the world in order to have the opportunity to address their spiritual poverty.
We currently have 250+ missionaries living and working in 49 countries around the world in each of these five fields.
What are the organization's key strategies for making this happen?
To accomplish this, we have sub goals, which are to mobilize missionaries in the fields of healthcare, education, agriculture, church planting, and vulnerable/orphan care so that they can use these good deeds to improve the living conditions of those around the world in order to have the opportunity to address their spiritual poverty.
To achieve this bold goal of reaching the people groups around the world, we have four strategic priorities over the coming three years:
-Mobilization: we desire to onboard 100 new missionaries a year, each year by 2023.
-Missionary support: we desire to provide holistic care for the entire missionary family, knowing their their success in reaching their people group depends largely on the health of their family.
-Church partnership: we want to see 50 churches sending their mission teams, missionaries, and funding through Global Outreach.
-Healthy US-Based office: we will exceed $2,000,000 a year in operations support by 2023 (up from $1,300,000 in 2020). That revenue level will meet the staffing needs necessary to accomplish the three strategic priorities above.
What are the organization's capabilities for doing this?
We currently have 260+ missionaries living and working in 50+ countries around the world in each of these five fields and a 50 year history of doing this work.
In addition, 2022 saw our organization receive donations of more than $19,000,000 in support of this cause.
We believe our storied history, staff talent and competence, and strong donor revenue provide great bandwidth for accomplishing these goals.
We've mobilized thousands of missionaries, tens of thousands of short term team members, and tens of millions of dollars to the mission field in the past. And, we are excited to do more!
What have they accomplished so far and what's next?
In 2019 before the pandemic, we were:
-Mobilizing 45+ new missionaries a year
-Caring for 88% of our missionaries face-to-face, in the country where we serve.
-Raising more than $1,000,000 a year in administrative support
-Executing missions conferences and education for ten churches
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
52.01
Months of cash in 2022 info
1.9
Fringe rate in 2022 info
9%
Funding sources info
Assets & liabilities info
Financial data
Global Outreach International
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 Global Outreach International’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.
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Business model indicators
| Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | -$423,281 | $1,077,482 | $1,700,569 | $1,206,691 | -$1,104,048 |
| As % of expenses | -3.0% | 6.9% | 11.6% | 7.3% | -5.8% |
| Unrestricted surplus (deficit) after depreciation | -$481,383 | $1,017,612 | $1,634,129 | $1,137,599 | -$1,177,489 |
| As % of expenses | -3.3% | 6.5% | 11.1% | 6.8% | -6.1% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $14,981,408 | $16,971,079 | $17,333,476 | $17,437,149 | $19,430,620 |
| Total revenue, % change over prior year | 7.9% | 13.3% | 2.1% | 0.6% | 11.4% |
| Program services revenue | 0.6% | 1.8% | 2.3% | 0.2% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 1.5% | 1.4% | 1.3% | 1.7% | 1.5% |
| Government grants | 0.0% | 0.0% | 2.6% | 0.0% | 0.0% |
| All other grants and contributions | 96.5% | 96.4% | 92.8% | 95.5% | 98.5% |
| Other revenue | 1.4% | 0.4% | 0.9% | 2.7% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $14,320,293 | $15,695,672 | $14,717,742 | $16,598,841 | $19,172,501 |
| Total expenses, % change over prior year | 2.6% | 9.6% | -6.2% | 12.8% | 15.5% |
| Personnel | 41.5% | 40.8% | 45.5% | 39.6% | 37.3% |
| Professional fees | 0.0% | 1.0% | 1.2% | 1.1% | 1.1% |
| Occupancy | 0.4% | 0.3% | 0.1% | 0.1% | 0.1% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 2.4% | 3.2% | 4.7% | 5.4% |
| All other expenses | 58.1% | 55.6% | 50.0% | 54.5% | 56.1% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $14,378,395 | $15,755,542 | $14,784,182 | $16,667,933 | $19,245,942 |
| One month of savings | $1,193,358 | $1,307,973 | $1,226,479 | $1,383,237 | $1,597,708 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $187,137 | $69,233 | $0 | $0 |
| Total full costs (estimated) | $15,571,753 | $17,250,652 | $16,079,894 | $18,051,170 | $20,843,650 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 4.3 | 1.2 | 2.0 | 2.2 | 1.9 |
| Months of cash and investments | 7.5 | 8.6 | 11.8 | 11.5 | 9.1 |
| Months of estimated liquid unrestricted net assets | 3.2 | 3.6 | 5.2 | 5.5 | 4.0 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $5,172,775 | $1,571,091 | $2,491,205 | $3,015,164 | $3,055,174 |
| Investments | $3,750,541 | $9,621,618 | $11,974,116 | $12,953,734 | $11,433,592 |
| Receivables | $33,503 | $13,481 | $67,811 | $80,218 | $147,000 |
| Gross land, buildings, equipment (LBE) | $1,427,419 | $1,582,863 | $1,652,096 | $1,672,473 | $1,713,025 |
| Accumulated depreciation (as a % of LBE) | 37.4% | 35.5% | 38.0% | 41.7% | 45.0% |
| Liabilities (as a % of assets) | 0.7% | 1.8% | 0.4% | 1.2% | 1.8% |
| Unrestricted net assets | $4,755,261 | $5,772,873 | $7,407,002 | $8,544,601 | $7,367,112 |
| Temporarily restricted net assets | $5,049,242 | 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 | $5,049,242 | $6,266,764 | $8,117,432 | $8,341,682 | $7,993,525 |
| Total net assets | $9,804,503 | $12,039,637 | $15,524,434 | $16,886,283 | $15,360,637 |
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
John Darnell III
John is the CEO at Global Outreach International in Tupelo, Mississippi. He works to align the organization around supporting the 260+ expat workers in 48 countries around the world. After graduating with a B.A. in Political Science and Spanish from the University of Mississippi, he began his career in education as a high school Spanish teacher in one of the most underserved school districts in Mississippi. While teaching, he earned his M.A. in Curriculum and Instruction at the University of Mississippi. He soon transitioned from the traditional education space to using experiential education as a tool for leadership and human development in an international context, moving to Ecuador to serve as the Program Director at Hacienda El Refugio. He is certified in Ontological Coaching through Human Perspectives International and Coaching Mastery through Creative Results Management. He is married to Emily, and they and their two daughters live in Tupelo, Mississippi.
Number of employees
Source: IRS Form 990
Global Outreach International
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Global Outreach International
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Global Outreach International
Board of directorsas of 10/24/2023
Board of directors data
Chris Snowden
Jerry Childs
Kevin Crook
Vicki Currie
Charlie Dee
Ricky Jackson
Barton Ramsey
Lauren Patterson
B. J. Lundy
Danny Sheffield
Shane Scott
Charlie Shaw
Bill Malone
Greg Pirkle
Reuben Pitts
Kelley Simpson
Chris Snowden
Patty Ethridge
Rob Rhamy
Chi Chung
Debbie Wiley
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
Equity strategies
Last updated: 03/19/2021GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
Contractors
Fiscal year endingGuideStar Pro Reports
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- Contractor and/or Paid Preparer data for 2022, 2021, 2020
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