New Church Initiatives Inc

What it reported doing in 2025

In 2025 we continued to make significant steps in achieving our mission. In addition to Puebla, Mexico, our ministry operations have expanded to a second location this year, Tecolutla, Veracruz. Our first strategic initiative was church planting. We organized and conducted church planting conferences in Chiapas, Puebla, and Veracruz. We followed up each of these conferences with mentoring and coaching to help these church planting leaders clarify their calling and direction for ministry. We also continued to nurture and strengthen the churches we have planted over the past several years. In addition, we mobilized 5 mission teams from U.S. churches to help minister and serve in the communities where our new churches have been planted. In all the regions that we have been ministering we continue to see the need for clean water. We have been working diligently to get our two water drilling rigs operational. Thankfully they are now fully functional. Our mission teams also assisted with our building project at our seminary extension and our water drilling projects. We have the building structure up, but we still need a lot of finishing touches. Solar energy, flooring, parking lot and driveway and interior doors are some of those details. We also need to furnish the building from the kitchen to the dorm rooms. Our second strategic initiative was theological education. Puebla Bible Seminary is our base for training. We had more than 200 students in our formal education programs in 2025. These programs consist of Bachelor of Arts, diploma programs, online programs, extension programs, and a music workshop. In addition to our resident and online education programs, we provided additional conferences and workshops to train leaders in the Puebla and Mexico City vicinity. We continued to develop the Emerald Coast Bible Seminary, an extension of Puebla Bible Seminary. The reach of our programs extended to several states in the Mexican republic as our professors and staff traveled as far North as Chihuahua and as far South as Chiapas to teach. Our staff also gave an eight-part conference at ten-day Christian music camp in which over 200 youth were in attendance. In addition to our formal theological training and seminary conferences, we also sponsored our annual Womens Conference in Puebla. In 2025 this conference had an attendance of 61 women who came for Bible teaching and spiritual encouragement. This was another very successful event for women. Our third strategic initiative in 2025 was humanitarian efforts. We continued to serve the folks in the Huilango region who were devastated a few years ago by the catastrophic earthquake. In addition to ongoing efforts by our staff we mobilized several groups to visit the region and serve the various needs of the people there who are trying to rebuild their homes, their communities, and their lives. We continued to serve the at-risk youth in Puebla through the development of a transition home for youth that range in age from eighteen to twenty two. We are in the process of submitting the required paperwork to receive authorization for the Mexico government to open the transition home. This home will provide a Christian environment focused on making disciples of Jesus Christ in which the youth will have freedom to grow into adults while remaining accountable for their actions.Overall, 2025 was a very productive year for spreading the gospel, training up church planters, strengthening pastors and churches, and serving the physical, emotional, and spiritual needs of the wonderful people of Mexico.

Financial Efficiency

• Mission deployment rate: 90.4%; rating input score 90
• Program expense ratio: 88.1%; rating input score 88
• Fundraising efficiency: Limited

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: Limited
• Related-party transparency: Limited

Accountability

• Independent voting board: 75%; rating input score 75; 22nd percentile among comparable filings
• Governance controls: 6 of 9 controls in place; rating input score 67
  • Conflict-of-interest policy: Fail
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: -2.5%; rating input score 30; 30th percentile among comparable filings
• Total-asset coverage ratio: 0.45; rating input score 23; 23rd percentile among comparable filings
• Liabilities to assets ratio: 0; rating input score 77; 77th percentile among comparable filings
• Officer compensation ratio: 49.8%; rating input score 3; 3rd percentile among comparable filings

Growth

• Program expense growth: 2% per year; rating input score 100; 37th percentile among comparable filings
• Revenue growth: 1.8% per year; rating input score 100; 29th percentile among comparable filings
• Asset growth: 7.4% per year; rating input score 100; 54th percentile among comparable filings