Gate Breaker Ministries Corp

What it reported doing in 2025

In 2025, Gate Breaker Ministries carried out ministry both in the United States and through missions internationally. GBM was involved in fifteen large ministry events in 2025. Some of these included multiple day proceedings. These included training in various Bible Colleges in Idaho, California, and Oregon that use modular intensives. Also, there were many days of ministering in our mission trips to Kenya and Pakistan.Kenya: Regarding Kenya College of Ministry, we met three times during the year at BTL Conference Center in Ruiru, Kenya. I went in April, August, and December. For the April and December gatherings, we meet separately with the 1st, 2nd, and 3rd year students. Sometimes we also have a thesis class for those students seeking a degree. The August gathering is done in conference style with first, second, third year, plus thesis students, together with alumni and potential future students. My wife, Kathleen, and Pastor Chris Jackson of Hope Church in Claremont, California came with me to teach the Christian leaders in August. There were approximately one hundred (100) Christian leaders. We also had a team of a dozen or more short-term missionaries who came from Capital Church in Meridian, Idaho to do ministry and outreach in the community. In December, Pastor Shane Grove of Capital Church accompanied me to train the leaders in Kenya.Pakistan: In October, I went to Pakistan and was accompanied by a young man from Capital Church named J. B. Bridgman. There were numerous ministry venues in churches and GBM schools as well as an evangelistic outreach. One of the highlights was to inaugurate the newly completed GBM Hope Secondary School in Kasur, Pakistan. This Christian school is for the slave children who work in the brick yards and who have completed our primary schools and are ready for a secondary education. It trains them in English, Urdu, Mathematics, Social Studies, Science, the Bible, and more. The new school is registered with the government of Pakistan. When the students graduate from 10th grade, they will have skills to be able to get a good-paying job, pay off their debt to the brickyards and gain their freedom. The United Nations calls them slaves. Our vision is to educate them so that their freedom will be sustainable. The two-story brick school structure is on an acre of land and has twelve classrooms and an office. At the time of inauguration, the school had approximately 300 students (but it now has 400 +). Every month GBM provides the funds for teachers and staff salaries, desks, curriculum, and uniforms. Another highlight was preaching and ministering to the large congregation that meets every Sunday on our school property in a gigantic circus-sized tent. There are thousands of people who come. According to Pastor Rizwan Fazal, 90% of those coming are slaves (grandparents, parents, and children) from the surrounding brickyards. Many of these brickyards are where we have our primary schools. The name of the church on the GBM property is River House Pakistan. In 2019, I took Pastor Jordan Verner of River House Church in Boise, Idaho with me to Pakistan. His church helped Pastor Rizwan to Purchase the tent. It is a wonderful story of Kingdom mindedness among numerous churches. Additionally, we had our fifth graduation for the women who completed our two-year seamstress training program. Since 2009, we have had roughly 440 graduates. These women can get jobs or create businesses to generate income. In 2024, GBM had roughly thirty (30) schools in Pakistan. Six (6) of the schools are the GBM trade schools to train disadvantaged women to become seamstresses. Twenty-three (23) of the schools are called GBM Primary Hope Schools for students up to fifth grade. These are the ones in brick yards, where around one thousand (1000) students attend several hours five days per week. Once again, these children are considered slaves who work in the brick yards. The government of Pakistan does not educate them. Two (2) of

Financial Efficiency

• Mission deployment rate: 49.4%; rating input score 49
• Program expense ratio: 88.8%; rating input score 89
• Fundraising efficiency: $57.79 raised per $1 spent on fundraising; rating input score 76; 76th percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 64th percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Scored; rating input score 0
• Grant itemization coverage: Scored; rating input score 0
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 75%; rating input score 75; 22nd percentile among comparable filings
• Governance controls: 3 of 8 controls in place; rating input score 38
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Fail
  • Document-retention policy: Fail
  • CEO compensation review process: Pass
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Fail
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: 44.4%; rating input score 88; 88th percentile among comparable filings
• Total-asset coverage ratio: 1.73; rating input score 55; 55th percentile among comparable filings
• Liabilities to assets ratio: 0; rating input score 77; 77th percentile among comparable filings
• Officer compensation ratio: 31.1%; rating input score 10; 10th percentile among comparable filings

Growth

• Program expense growth: 2.2% per year; rating input score 100; 38th percentile among comparable filings
• Revenue growth: 4.3% per year; rating input score 100; 44th percentile among comparable filings
• Asset growth: 15.8% per year; rating input score 100; 77th percentile among comparable filings