Multiplication Network Ministries
More Churches, Stronger Churches
Multiplication Network Ministries
EIN: 26-0276601
as of December 2022
as of December 12, 2022
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
More Churches - Church Planter Training
The More Churches Pathway is a strategy for the planting of healthy churches. Leaders are challenged to start new churches with this proven strategy. Practical skills, biblical training, mentoring, and follow-up form part of this intensive action/reflection model. Step 1 is the Introduction to More Churches vision workshop is a one-day event that answers the important questions church leaders have about the need to have a vision for multiplication. Next, the Church Planter Retreat is a three-day intensive workshop that provides the basic tools to build an action plan and to begin the task of starting a church. Step 3: Mentoring workshop for the mother church leader who will accompany the new church planter through the process. Then the 12-module training process called Mission to Multiply provides just-in-time training and support both for ministry and for life. At the end of the modules, a celebration is encouraged of the progress made toward the development of a new congregation.
Stronger Churches - Church Revitalization
The Stronger Churches Pathway is a process to strengthen the local church. Evaluative tools help assess the church’s health and vitality, leading to strategic planning to enter into a preferred future. Step 1: The Introduction to Stronger Churches is a one-day workshop that inspires church leaders to keep a congregation focused on its task as God's incarnational agent in a particular place. Step 2: The Take Your Church's Pulse serves as a tool for evaluation and planning for the local church. The pre-module TYCP result serves as a baseline. Step 3: The 12 Training Modules for Stronger Churches provide modular training for congregations with the same training essentials and dynamics that church planters are trained successfully with all over the world. Step 4: The Take Your Church’s Pulse tool can be repeated to assess the level of health in the congregation. Step 5: By improving its health, the congregation can now celebrate what it is becoming by God's grace.
Where we work
External reviews

Photos
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
Related Program
More Churches - Church Planter Training
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Equivalent to the number of active church planters who have gone through the modular training and applied the learning while nurturing one or more small groups of people gathered in the name of Jesus.
Number of people reached with the Gospel of Jesus Christ
This metric is no longer tracked.Totals By Year
Related Program
More Churches - Church Planter Training
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of people who now follow Jesus Christ
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
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?
We want to see a healthy church representing the Kingdom of God in every community. We aim to accomplish this by equipping leaders with the tools they need to strengthen and multiply healthy churches.
What are the organization's key strategies for making this happen?
We have two important programs that will help us accomplish our goal of healthy churches in every corner of the globe. The first is the More Churches program. This is a module-based program that lasts about a year. We begin with a one-day workshop to educate the leaders about the challenges and tasks needed to begin a new church. This will help them analyze whether they are ready and called to handle such a task. The second step is "The Church Planters' Retreat," a three-day intensive workshop that provides the basic tools to build an action plan and begin the task of planting a church. Once they complete this step, they have a month of reflection and prayer. They have time to clarify the plan, discuss it with their families, the supporting church and mentor and process the information. Step four includes monthly modules that provide the church planter with training and support for ministry and day-to-day life. At the end of the year, if everything has progressed toward the development of a healthy congregation, the church planter graduates and continues to grow the developing congregation.
Our second program is called Stronger Churches, which is a process to strengthen the local church. The leaders of the church first attend a one-day conference that explains key aspects of effective ministry and the functions of leadership. This prepares the leaders to guide their churches on a path towards greater effectiveness in their ministry. The church goes through a self-evaluation called "Take Your Church's Pulse," an instrument that enables leaders to assess the level of health in the congregation and evaluate key areas of ministry, addressing both quantitative and qualitative factors. After this step, church leaders work with their congregation to build a strategic plan, which identifies the elements they determine to be the most important to the health of the congregation and the steps necessary to have a larger impact on their community. We offer the church a toolbox of strategies designed to help their church target the specific areas of ministry they wish to develop. As a church meets its self-determined goals, it celebrates what it is becoming by God's grace and through the power of the Holy Spirit. It is then challenged to consider planting a daughter church.
What are the organization's capabilities for doing this?
We have a talented and driven team across the globe who seek to see a healthy church representing the Kingdom of God in every community.
What have they accomplished so far and what's next?
We currently have a presence in more than 60 countries in Latin America, Asia, Africa, Europe, Eurasia, and North America. We are partnered with numerous (more than 150) church denominations and ministries in those countries.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
28.54
Months of cash in 2020 info
12.5
Fringe rate in 2020 info
28%
Funding sources info
Assets & liabilities info
Multiplication Network Ministries
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Multiplication Network Ministries
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 Multiplication Network Ministries’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 | -$45,848 | -$62,826 | $417,630 | $107,871 | $1,104,281 |
As % of expenses | -1.6% | -2.0% | 12.0% | 2.7% | 31.6% |
Unrestricted surplus (deficit) after depreciation | -$45,848 | -$62,826 | $417,630 | $107,871 | $1,104,281 |
As % of expenses | -1.6% | -2.0% | 12.0% | 2.7% | 31.6% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $2,868,896 | $3,033,701 | $3,912,266 | $4,148,658 | $4,774,984 |
Total revenue, % change over prior year | -1.2% | 5.7% | 29.0% | 6.0% | 15.1% |
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 | 0.2% | 0.2% | 0.3% | 0.5% | 0.5% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 99.8% | 99.8% | 99.6% | 99.5% | 94.6% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 4.8% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $2,853,907 | $3,147,738 | $3,488,598 | $3,963,253 | $3,496,939 |
Total expenses, % change over prior year | 10.0% | 10.3% | 10.8% | 13.6% | -11.8% |
Personnel | 37.9% | 39.7% | 39.3% | 35.2% | 44.2% |
Professional fees | 2.2% | 1.9% | 1.9% | 2.1% | 2.8% |
Occupancy | 0.1% | 0.2% | 0.0% | 0.4% | 0.0% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 49.9% | 47.4% | 49.0% | 54.2% | 47.5% |
All other expenses | 10.0% | 10.8% | 9.7% | 8.1% | 5.5% |
Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $2,853,907 | $3,147,738 | $3,488,598 | $3,963,253 | $3,496,939 |
One month of savings | $237,826 | $262,312 | $290,717 | $330,271 | $291,412 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $3,091,733 | $3,410,050 | $3,779,315 | $4,293,524 | $3,788,351 |
Capital structure indicators
Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 7.7 | 6.6 | 7.5 | 7.1 | 12.5 |
Months of cash and investments | 7.7 | 6.6 | 7.5 | 7.1 | 12.5 |
Months of estimated liquid unrestricted net assets | 7.1 | 6.2 | 7.0 | 6.5 | 11.1 |
Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Cash | $1,834,908 | $1,721,689 | $2,169,189 | $2,350,474 | $3,640,158 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $128 | $0 | $0 | $0 | $0 |
Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 | $0 |
Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Liabilities (as a % of assets) | 5.2% | 5.6% | 5.5% | 4.9% | 3.5% |
Unrestricted net assets | $1,678,681 | $1,615,855 | $2,033,485 | $2,141,356 | $3,245,637 |
Temporarily restricted net assets | $60,837 | $9,625 | $15,663 | N/A | N/A |
Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
Total restricted net assets | $60,837 | $9,625 | $15,663 | $93,197 | $266,961 |
Total net assets | $1,739,518 | $1,625,480 | $2,049,148 | $2,234,553 | $3,512,598 |
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
President
Dr. John Wagenveld
God began preparing John Wagenveld for international ministry at an early age. John was born in Grand Rapids, Michigan. But when John was two, his family moved to Argentina to serve with Christian Reformed World Missions (now Resonate Global Mission).
John's post graduate education reflects his dedication to the idea that church planting should be front and center on the missions agenda of churches. He received a B. A. in Theology from Dordt College and an M. A. in Missions and Church Growth at Calvin Theological Seminary. John received his Doctorate in Ministry from Trinity Evangelical Divinity School. John has authored several books, including Take Your Church's Pulse.
Multiplication Network was birthed in 1999. As John traveled widely, he saw the need for more tools and training for churches to become healthy and then to catch the vision to plant daughter churches.
John lives in West Michigan with his wife and children.
CFO/VP of Operations
Tim Maxwell
Tim Maxwell brings a wealth of understanding of international ministry finance and ethics to his role as Vice President of Operations, CFO, with Multiplication Network. Tim comes to this position with more than 20 years of service with Mission Aviation Fellowship, Evangelical Council for Financial Accountability and Bible League International.
Tim was born in West Africa to missionary parents. He lived in five countries where his parents were "impassioned to serve the lay leaders of the church, training them in the Scriptures to be reproducing Christ-followers." The mission of Multiplication Network resonates in Tim's heart.
Tim holds the responsibility to ensure trust, accountability and integrity remain highest priorities throughout Multiplication Network. He monitors operations and communications, always being sure we are "doing what we say we do." Tim and his wife, Sharon, and their youngest son live in Northwest Indiana.
Number of employees
Source: IRS Form 990
Multiplication Network Ministries
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Multiplication Network Ministries
Board of directorsas of 01/18/2023
Board of directors data
Todd Benkert
Dave Stravers
Mission India
Mary Lynn Spear
Mike Gaetke
Adamo Security Group
Greg Elzinga
Calvin University
Marielisa Garcia
Mies Foundation
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? 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
The organization's leader identifies as:
The organization's co-leader identifies as: