SUGAR LAND, TX
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Sign In — Free (10 views/day)NEW CHURCH INITIATIVES INC, founded in 2001, is a small nonprofit in the Religion sector that reported $390K in total revenue in fiscal year 2025.
TO FULFILL THE GREAT COMMISSION THROUGH EVANGELISM, CHURCH PLANTING, TRAINING PASTORS AND TRAINING CHRISTIAN LEADERS
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...
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 Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2025 | 2024 | Change | |
|---|---|---|---|
| Revenue | $390,361 | $396,827 | 0.0% |
| Expenses | $400,185 | $495,596 | -0.2% |
| Net Income | $-9,824 | $-98,769 | -0.9% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| ANDREA BULT | EMPLOYEE | 40.00 |
|
$107,400 | $0 | $107,400 |
| SANDRA BASILE | EMPLOYEE | 40.00 |
|
$85,608 | $0 | $85,608 |
| SUSAN GILLUM | Treasurer | 10.00 |
Officer
|
$6,213 | $0 | $6,213 |
| GLENN SMITH | PRES/DIR | 10.00 |
Officer
Director
|
$0 | $0 | $0 |
| MICHAEL G ROBIDEAU | Director | 0.75 |
Director
|
$0 | $0 | $0 |
| LAURA SORRELL | Director | 0.75 |
Director
|
$0 | $0 | $0 |
| JIM MOOREHEAD | Director | 0.75 |
Director
|
$0 | $0 | $0 |
| TERRI SMITH | Secretary | 0.75 |
Officer
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $390,361 | $400,185 | $181,514 | $-9,824 |
| 2024 | $396,827 | $495,596 | $191,338 | $-98,769 |
| 2023 | $457,241 | $393,335 | $290,107 | $63,906 |
| 2022 | $452,146 | $392,098 | $226,201 | $60,048 |
| 2021 | $383,542 | $381,703 | $155,178 | $1,839 |
| 2021 | $394,517 | $381,703 | $166,153 | $12,814 |
| 2020 | $362,036 | $284,037 | $153,339 | $77,999 |
| 2019 | $241,544 | $246,800 | $75,340 | $-5,256 |
| 2018 | $166,329 | $173,542 | $80,596 | $-7,213 |
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