Development Associates International 
The information on this page was last updated 12/22/2023. If you see errors or omissions, please email: [email protected]
Summary
The first step to solving any major problem in the world is having effective leadership. If leaders lack the right skills, they lead poorly.
If they are more concerned with personal gain than serving, they exploit and harm others. This self-serving approach often leads to larger problems like corruption, poverty and war.
However, when leaders learn biblical servant leadership, they choose to serve others rather than use them. These transformed leaders become significant change agents as those around them respond to and emulate the leaders' genuine love and concern for others. Such servant leaders have a long-term, deep impact on their communities and nations.
DAI exists to equip and empower this kind of leader.
As a worldwide fellowship of leader-developers, DAI consists of a main service center in Colorado and 37 ministry centers around the globe. Each ministry center has its own staff and board of directors in that country. Most of the over 125 staff are local believers, called to serve in their own country and full-time employees of the organization in their country.
Contact information
Mailing address:
Development Associates International
P.O. Box 49278
Colorado Springs, CO 80949
Website: daintl.org
Phone: 719-598-7970
Email: [email protected]
Organization details
EIN: 232838716
CEO/President: Jane Overstreet
Chairman: Gretchen Hansen
Board size: 7
Founder: Dr. James F. Engel and Dr. David Fraser
Ruling year: 1996
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2009
Purpose
DAI's goal is to help leaders make space for the Holy Spirit to bring change in their personal lives, their leadership and ultimately for them to be agents of transformation in their communities.
Mission statement
Enhancing the integrity and effectiveness of Christian leaders worldwide so that the church can fulfill its role in extending the kingdom of God.
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Leadership Training
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 455 of 1118 | 8 of 24 |
| Fund acquisition rating | | 731 of 1119 | 16 of 24 |
| Resource allocation rating | | 617 of 1119 | 10 of 24 |
| Asset utilization rating | | 151 of 1118 | 2 of 24 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 9% | 12% | 13% | 13% | 11% | 10% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 8% | 11% | 13% | 13% | 11% | 10% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 97% | 91% | 100% | 99% | 99% | 99% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 8% | 12% | 12% | 13% | 11% | 10% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 3% | 9% | 0% | 1% | 1% | 1% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 82% | 82% | 83% | 82% | 83% | 84% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 94% | 106% | 104% | 97% | 95% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 78% | 88% | 86% | 81% | 80% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | 6% | -6% | -4% | 3% | 5% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 25% | -31% | -18% | 9% | 18% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 9% | 6% | 5% | 5% | 6% | 6% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.48 | 3.91 | 4.80 | 3.71 | 2.77 | 2.91 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.12 | 1.02 | 1.63 | 1.48 | 1.43 | 1.51 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.12 | 3.97 | 7.80 | 5.49 | 3.97 | 4.40 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 14.04 | 47.94 | 66.72 | 28.52 | 75.94 | 41.16 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.02 | 0.01 | 0.04 | 0.01 | 0.02 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.55 | 2.96 | 1.52 | 2.11 | 2.98 | 2.66 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 9% | 2% | 16% | 15% | 14% | 17% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 15% | 13% | 13% | 15% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 61% | 25% | 18% | 23% | 31% | 29% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $935,902 | $527,710 | $999,004 | $1,068,984 | $841,103 |
| Receivables, inventories, prepaids | $457,408 | $234,289 | $93,959 | $235,127 | $331,378 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $1,393,310 | $761,999 | $1,092,963 | $1,304,111 | $1,172,481 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $1,666 | $447,890 | $483,567 | $567,228 | $599,222 |
| Other long-term assets | $19,763 | $29,645 | $39,527 | $0 | $0 |
| Total long-term assets | $21,429 | $477,535 | $523,094 | $567,228 | $599,222 |
| Total assets | $1,414,739 | $1,239,534 | $1,616,057 | $1,871,339 | $1,771,703 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $29,064 | $11,421 | $38,320 | $17,173 | $28,489 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $29,064 | $11,421 | $38,320 | $17,173 | $28,489 |
| Debt | $0 | $183,238 | $212,092 | $239,735 | $266,184 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $0 | $183,238 | $212,092 | $239,735 | $266,184 |
| Total liabilities | $29,064 | $194,659 | $250,412 | $256,908 | $294,673 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $105,666 | ($209,011) | $320,910 | $541,586 | $640,769 |
| With donor restrictions | $1,280,009 | $1,253,886 | $1,044,735 | $1,072,845 | $836,261 |
| Net assets | $1,385,675 | $1,044,875 | $1,365,645 | $1,614,431 | $1,477,030 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $5,349,982 | $5,604,253 | $5,676,377 | $5,249,998 | $5,376,254 |
| Program service revenue | $13,925 | $2,680 | $61,322 | $42,385 | $22,202 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $505,006 | $1,300 | $730 | $1,930 | $5,431 |
| Other revenue | $8,104 | $14,749 | $15,979 | $18,729 | $17,749 |
| Total other revenue | $527,035 | $18,729 | $78,031 | $63,044 | $45,382 |
| Total revenue | $5,877,017 | $5,622,982 | $5,754,408 | $5,313,042 | $5,421,636 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $4,561,625 | $4,923,258 | $4,922,481 | $4,318,133 | $4,322,394 |
| Management and general | $325,878 | $306,771 | $317,619 | $291,870 | $312,696 |
| Fundraising | $648,714 | $713,723 | $763,094 | $565,638 | $520,606 |
| Total expenses | $5,536,217 | $5,943,752 | $6,003,194 | $5,175,641 | $5,155,696 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | $340,800 | ($320,770) | ($248,786) | $137,401 | $265,940 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $340,800 | ($320,770) | ($248,786) | $137,401 | $265,940 |
Compensation
| Name | Title | Compensation |
| Jane Overstreet | President/ CEO | $164,577 |
| Cheryl Matas | CFO | $112,544 |
Compensation data as of: 12/31/2023
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 12/22/2023. To update the information below, please email: [email protected]
History
In 1990, two distinguished professors wanted to make a difference in the lives and ministries of key leaders in the majority world. Together, they founded The Center for Organizational Excellence at Eastern College. Their dream was to enhance the integrity and effectiveness of Christian leaders worldwide.
Dr. James F. Engel taught at Wheaton College for 18 years. Beside a highly successful secular career in marketing research, he served as a trainer and consultant to over 250 Christian organizations in 60 countries.
Meanwhile, Dr. David Fraser had gained significant exposure to leaders at the grassroots level, serving as a member of the senior staff of the MARC (Mission Advanced Research and Communication Center) Division of World Vision International with responsibilities for Unreached Peoples. He had also served with World Vision's Mission Training and Resource Center, helping to develop curricula and training models.
Together the two undertook nearly three years of global research to identify the greatest areas of leadership growth needed by Christian leaders in the majority world to effectively transform their communities.
Over the next five years the curriculum was created, field-tested, modified and retested. Methods of distribution were tried and evaluated. It began to become clear that interactive, story-based learning focused on asking the leader questions and requiring application enabled leaders to change. This method put the focus on learning and transformation of the leader and his or her leadership practices. Staff and volunteers were recruited, including men and women with expertise in the most critical fields, and the ministry began to expand. In 1996, the organization incorporated as its own 501(c)3 corporation and adopted the name Development Associates International (DAI).
Program accomplishments
Impact in 2020:
135,440 Christian leaders equipped
108,029 online learners
40 international ministry centers
1,924 leaders mentored
23,207 workshop attendees equipped
1,083 master's degree students
82 countries