1040 CONNECTIONS INC
EIN: 62-1825230
as of December 2022
as of December 12, 2022
Mission
10/40 Connections exists to cast hope to unreached peoples so that they hear, experience and multiply the Good News of Jesus. We do so by connecting the Body of Christ, equipping believers, and engaging the unreached.
Ruling year
2000
Executive Director and President
Drs. Chad and Leslie Neal Segraves
Main address
2120 Northgate Park Ln., Ste. 400
Chattanooga, TN 37415 USA
EIN
62-1825230
Elementary education
Christianity
Protestantism
International development
Population served
Children and youth
Children
Adults
Women and girls
Families
NTEE code
Protestant (X21)
Primary/Elementary Schools (B24)
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 annual reportsWhat we aim to solve
The people and places of the 10/40 Window have least access, freedom, and opportunity to know Jesus. We at 10/40 Connections seek to bless and transform these communities by the power of Jesus Christ. God initiated a strategy to reach the world – the Church! So, 10/40 seeks to plant churches among the least reached, who will then bless their communities and demonstrate the peace and the power that Jesus offers. Sustainable change takes place through planting churches. 10/40 works in partnership with indigenous ministries to plant churches and to help cp movements take place among least reached groups. With training, tools and tangible strategies, we incorporate church planting into every 10/40 project. Fighting the injustice of human trafficking leads to church planting. Developing leaders, installing water wells, speaking up for the pre-born, empowering women, cataract surgeries, literacy training, and short-term teams –all lead to ch planting because God cares for the whole person.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Media and Agriculture to East Asian minority groups
These strategies seek to access least reached groups through spiritual needs of the Gospel through media and felt needs of agriculture.
Lunch Change
Slum revitalization in India addresses the issue of poverty with a holistic approach through starting schools in slums. Children receive education, daily food, medical check-ups, love and encouragement from their teachers, and Christian songs and stories. Each school of 30 kids costs $4,000 per year to run.
Joeli Water Well Project
Install bore wells 120-180 feet reaching clean drinking water for unaccessed villages of North India. Relationships are built with local leaders and they provide concrete and public land while we provide the bore well. Through this shared partnership, ownership is achieved for the village and they take care of the borewell. Each well serves between 300-1,000 people and costs $885.
Surveillance Centers
At border crossings in Nepal, many young girls and women are trafficked into India. We have established 6 surveillance centers to detect possible young women who are victims of trafficking. We combine rescue at the border with vocational skills to high risk communities, as well as skill training for women who must go to the recovery homes for a time. This strategy enables us to extend both the justice and hope of Christ. A new border station hires 3 full-time workers and a part-time sewing instructor and costs $9,500 per year.
Holistic Church Planting
Equipping people as church planters helps address both the spiritual and the physical needs in North India. Gathering them into house groups results in a great blessing to their community. We focus on equipping women who can use their spiritual gifts of evangelism and planting churches.
Change often comes in powerful and overt ways affecting morality, hygiene, education, and behavior. One equipping seminar for 40 participants costs around $2,000.
Where we work
Affiliations & memberships
Evangelical Council of Financial Accountability - Member 2009
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of churches planted
This metric is no longer tracked.Totals By Year
Population(s) Served
Indigenous peoples, Ethnic and racial groups, People of Asian descent
Related Program
Holistic Church Planting
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
These are house churches. We do not count a house church until there are 10, adult, baptized. These groups are triple-verified; surprise visits, tithing records, and only 2 generation reporting.
Number of schools established in rural communities
This metric is no longer tracked.Totals By Year
Population(s) Served
Indigenous peoples, Ethnic and racial groups, People of Asian descent
Related Program
Lunch Change
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Goal is for these schools to be 100% self-sustaining within 3 years. So far 20 of them have reached this goal. In 2021 all schools in one nation closed. 2 remained open in another nation.
Number of children who have access to education
This metric is no longer tracked.Totals By Year
Population(s) Served
Indigenous peoples, Ethnic and racial groups, People of Asian descent
Related Program
Lunch Change
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
There is high turnover in some areas of children when parents move the families to the new work area. Also one goal is for children to soon attend local government school, which is free.
Number of cataract surgeries performed
This metric is no longer tracked.Totals By Year
Population(s) Served
Seniors, Indigenous peoples, People of Asian descent
Related Program
Holistic Church Planting
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
We annually have capacity for around 200 patients. Each year only certain ones qualify for cataract surgery.
Number of specific people groups represented.
This metric is no longer tracked.Totals By Year
Population(s) Served
Indigenous peoples, Ethnic and racial groups, People of Asian descent
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
This total represents most of our projects combined. In some areas of Asia determining specific people groups is difficult due to social or cultural blending.
Goals & Strategy
Learn 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?
• Multiply believers – Recognize true felt needs at grassroots level and through meeting these needs increase access to the Gospel for the least reached, resulting in transformed communities and warm-hearted disciples.
• Multiply leaders – Empower and equip godly and gifted women and men as church planting change agents.
• Multiply churches – Instill the DNA of multiplication within house churches. Aim for the 4th generation.
• Multiply movements – Calling on and relying on the Holy Spirit, we desire that contagious and joyful church planting movements cross-pollinate into other unreached groups and spread like wildfire.
In the nations where we labor, we aim to see:
• 100,000 new believers in the next 5 years
• 10,000 new leaders equipped and released
• 100 unreached people groups with multiplying churches
• 10 church planting movements
In all of our projects and relationships we seek to demonstrate an ethos of humility, integrity, simplicity, and generosity.
What are the organization's key strategies for making this happen?
• Leadership Development/House Church Equipping – The fastest growing churches in the 10/40 Window meet in homes. House churches represent the primary New Testament model and they still multiply the church powerfully 2,000 years later.
• Starting Schools and Literacy – Education gives access to families and blesses entire communities. Teachers are equipped as church planters.
• Community Development – Pro-Life curriculum informs villagers of value of women and the pre-born. Installing water wells promotes life, hygiene, and safety. Livestock raising moves our projects to sustainability from local sources.
• Rescue, Rehabilitate, and Restore At-Risk Women – Anti-trafficking effort rescues women at international borders, safe house protects, vocational training equips, spiritual counseling heals.
• All of our programs contain both word and deed components.
What are the organization's capabilities for doing this?
• Strong field relationships – Over the past 20 years we have developed deep friendships with local field partners. Much trust has built in these years. Currently we have 8 trusted national partners.
• Network of field associates – For our ch planting work in one area we have 68 regional leaders. In another area we have 48 leaders. In three other nations we have 7 leaders, 10 leaders, and 4 leaders. These leaders are themselves planters and they also oversee hundreds of grassroots planters.
• Emphasis on prayer and reliance on Holy Spirit – Monthly prayer letters for the past 20 years, prayer teams on-site and remote, realizing that the only lasting fruit comes through God’s intervention in these spiritually deep regions.
• Committed church partners and involved individual partners – Not only our prayer support, but broad financial support. Our finances come from 60% individuals, 20% churches, 20% foundations.
• Oversight from involved board – We are blessed with experts in legal/financial skill, ministry heart, generous giving/mobilization, and high integrity.
What have they accomplished so far and what's next?
• Leadership Dev/CP – In last 5 years we have equipped 3,750 leaders who have planted 5,000+ house churches (hc's are least 10/adult/baptized) of multiple generations among 53 people groups. These hc’s are not reported among any other groups, but they are “triple-verified.”
NEXT – In the next 5 years we plan to increase these results by 50%.
• Education – In last 10 years we now have 28 schools and 22 of them are 100% self-sustaining from local sources. Daily we feed and educate 1,235 students. At this time there are over 2,500 believers and 215 house churches started among 23 people groups.
NEXT – In the next 5 years we plan to start another 10 schools and see 90% of them sustained locally.
• Community Development – In the last 5 years we have had over 200 trainings and 8,000 participants in our pro-life seminar, 1 new maternity home constructed, 13 babies born and adopted, 125 bore wells installed helping 60,000 people have clean water, 375 successful cataract surgeries, and these projects are among another 18 unique people groups.
NEXT – In the next 5 years we plan to streamline our process, continue the work, and increase our local and regional leadership teams.
• Rescue and Rehabilitate – In the last 5 years we have had 650+ border rescues, 20,000 counselled at the borders, 1 new safe house constructed (40 beds), and 200 house churches planted by women rescued, restored, and returned to their villages.
NEXT – In the next 5 years we plan to maintain the border surveillance, increase disciple-making, and move this project to 100% local sustainability.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
130.61
Months of cash in 2020 info
23.7
Fringe rate in 2020 info
10%
Funding sources info
Assets & liabilities info
1040 CONNECTIONS INC
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
1040 CONNECTIONS INC
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
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
SOURCE: IRS Form 990
This snapshot of 1040 CONNECTIONS INC’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 | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $74,908 | $49,795 | $112,722 | -$552 | $117,085 |
| As % of expenses | 15.6% | 12.0% | 32.4% | -0.1% | 34.3% |
| Unrestricted surplus (deficit) after depreciation | $74,309 | $49,196 | $112,123 | -$1,351 | $116,125 |
| As % of expenses | 15.5% | 11.8% | 32.2% | -0.3% | 33.9% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $406,368 | $467,473 | $472,386 | $421,068 | $441,072 |
| Total revenue, % change over prior year | 3.4% | 15.0% | 1.1% | -10.9% | 4.8% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.7% | 0.7% | 0.1% | 0.3% | 0.2% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 99.3% | 99.0% | 99.7% | 99.7% | 97.0% |
| Other revenue | 0.0% | 0.3% | 0.2% | 0.0% | 2.8% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $480,059 | $415,106 | $347,449 | $422,769 | $341,528 |
| Total expenses, % change over prior year | 47.1% | -13.5% | -16.3% | 21.7% | -19.2% |
| Personnel | 31.5% | 33.0% | 51.2% | 40.8% | 46.8% |
| Professional fees | 1.6% | 2.2% | 3.1% | 1.0% | 4.1% |
| Occupancy | 2.5% | 2.9% | 3.5% | 2.9% | 3.9% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 56.8% | 49.1% | 32.6% | 45.1% | 36.6% |
| All other expenses | 7.6% | 12.8% | 9.7% | 10.1% | 8.6% |
| Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $480,658 | $415,705 | $348,048 | $423,568 | $342,488 |
| One month of savings | $40,005 | $34,592 | $28,954 | $35,231 | $28,461 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $3,842 | $0 |
| Total full costs (estimated) | $520,663 | $450,297 | $377,002 | $462,641 | $370,949 |
Capital structure indicators
| Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Months of cash | 9.7 | 12.2 | 18.1 | 16.3 | 23.7 |
| Months of cash and investments | 9.7 | 12.2 | 18.1 | 16.3 | 23.7 |
| Months of estimated liquid unrestricted net assets | 7.9 | 10.6 | 16.5 | 13.5 | 20.8 |
| Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Cash | $389,602 | $422,262 | $524,829 | $572,980 | $675,376 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $26,714 | $12,400 | $50,747 | $6,166 | $2,054 |
| Gross land, buildings, equipment (LBE) | $5,163 | $4,448 | $4,448 | $8,290 | $8,290 |
| Accumulated depreciation (as a % of LBE) | 65.9% | 73.8% | 87.3% | 56.5% | 68.1% |
| Liabilities (as a % of assets) | 1.5% | 0.9% | 1.1% | 1.2% | 0.6% |
| Unrestricted net assets | $317,635 | $366,831 | $478,954 | $477,603 | $593,728 |
| Temporarily restricted net assets | $132,961 | $141,289 | $161,850 | N/A | N/A |
| Permanently restricted net assets | $116,315 | $130,848 | $116,300 | N/A | N/A |
| Total restricted net assets | $249,276 | $272,137 | $278,150 | $305,796 | $323,059 |
| Total net assets | $566,911 | $638,968 | $757,104 | $783,399 | $916,787 |
Key data checks
| Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director and President
Drs. Chad and Leslie Neal Segraves
Number of employees
Source: IRS Form 990
1040 CONNECTIONS INC
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
1040 CONNECTIONS INC
Board of directorsas of 01/24/2023
Board of directors data
Allen Scales
Scales Consulting, Inc.
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
-
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 ? No -
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? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.
Leadership
No data
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
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