Barnabas International 
The information on this page was last updated 1/13/2026. If you see errors or omissions, please email: [email protected]
Summary
The goal of Barnabas International is to equip, edify, encourage, and enrich God's servants so that they are refreshed in their souls and renewed in their service.
Contact information
Mailing address:
Barnabas International
P.O. Box 708
Elkhorn, WI 53121-0708
Website: barnabas.org
Phone: 815-395-1335
Email: [email protected]
Organization details
EIN: 363535053
CEO/President: Josh Beck
Chairman: Jacob Skibba
Board size: 9
Founder: Lareau and Evie Lindquist
Ruling year: 1987
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 2006
Purpose
Barnabas International staff are passionate about shepherding global workers, and training global shepherds. We desire each worker to thrive wherever they have been planted, and we desire to mentor and train other organizations and individuals to shepherd workers to the heart of God.
Mission statement
Barnabas International exists to edify, encourage, enrich, and strengthen servants in ministry. We creatively seek ways to fulfill our charter through a variety of ministry models. We are pastoral care providers, shepherding the hearts and souls of God's people. Our ministry priorities are targeted toward global servants, pastors, national church leaders, and their families.
Statement of faith
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Evangelism Support
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 885 of 1435 | 22 of 39 |
| Fund acquisition rating | | 883 of 1435 | 24 of 39 |
| Resource allocation rating | | 1074 of 1435 | 28 of 39 |
| Asset utilization rating | | 498 of 1436 | 13 of 39 |
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 4% | 6% | 7% | 6% | 5% | 6% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 4% | 6% | 6% | 6% | 5% | 5% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 96% | 94% | 97% | 94% | 97% | 96% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 4% | 6% | 6% | 6% | 5% | 6% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 4% | 6% | 3% | 6% | 3% | 4% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 79% | 79% | 80% | 81% | 80% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 93% | 100% | 101% | 96% | 95% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 73% | 79% | 81% | 78% | 76% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | 7% | 0% | -1% | 4% | 5% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 5% | 12% | 0% | -1% | 7% | 8% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 9% | 15% | 14% | 14% | 14% | 14% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.01 | 1.43 | 1.64 | 1.74 | 1.69 | 1.37 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.09 | 1.00 | 2.97 | 3.35 | 2.97 | 2.04 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.36 | 1.43 | 4.89 | 5.84 | 5.01 | 2.79 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 33.59 | 21.57 | 6.25 | 5.71 | 5.46 | 12.82 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.03 | 0.05 | 0.16 | 0.18 | 0.18 | 0.08 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 8.42 | 8.00 | 2.06 | 1.69 | 1.95 | 3.97 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 4% | 5% | 5% | 5% | 6% | 4% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 88% | 67% | 58% | 54% | 56% | 70% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $873,023 | $868,014 | $713,872 | $759,232 | $1,182,642 |
| Receivables, inventories, prepaids | $41,209 | $0 | $0 | $0 | $0 |
| Short-term investments | $2,275,184 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $3,189,416 | $868,014 | $713,872 | $759,232 | $1,182,642 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $2,021 | $3,123 | $1,338 | $2,415 | $1,784 |
| Other long-term assets | $0 | $1,710,256 | $1,679,439 | $1,496,215 | $1,222,600 |
| Total long-term assets | $2,021 | $1,713,379 | $1,680,777 | $1,498,630 | $1,224,384 |
| Total assets | $3,191,437 | $2,581,393 | $2,394,649 | $2,257,862 | $2,407,026 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $127,561 | $94,790 | $105,669 | $86,416 | $75,778 |
| Other current liabilities | $20,275 | $44,185 | $19,285 | $52,745 | $16,462 |
| Total current liabilities | $147,836 | $138,975 | $124,954 | $139,161 | $92,240 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total liabilities | $147,836 | $138,975 | $124,954 | $139,161 | $92,240 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $3,043,601 | $2,442,418 | $2,269,695 | $2,118,701 | $2,314,786 |
| With donor restrictions | $0 | $0 | $0 | $0 | $0 |
| Net assets | $3,043,601 | $2,442,418 | $2,269,695 | $2,118,701 | $2,314,786 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $4,634,694 | $4,095,025 | $3,908,573 | $3,828,707 | $3,323,721 |
| Program service revenue | $244,711 | $69,936 | $161,233 | $79,436 | $120,740 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $39,487 | $72,807 | $72,644 | $49,021 | $32,461 |
| Other revenue | $0 | $0 | $0 | $0 | $0 |
| Total other revenue | $284,198 | $142,743 | $233,877 | $128,457 | $153,201 |
| Total revenue | $4,918,892 | $4,237,768 | $4,142,450 | $3,957,164 | $3,476,922 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $3,614,093 | $3,361,698 | $3,345,781 | $3,081,022 | $2,640,891 |
| Management and general | $669,579 | $612,711 | $587,422 | $525,424 | $467,791 |
| Fundraising | $277,300 | $269,300 | $238,434 | $199,932 | $185,076 |
| Total expenses | $4,560,972 | $4,243,709 | $4,171,637 | $3,806,378 | $3,293,758 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $357,920 | ($5,941) | ($29,187) | $150,786 | $183,164 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $357,920 | ($5,941) | ($29,187) | $150,786 | $183,164 |
Compensation
| Name | Title | Compensation |
| Josh Beck | Executive Director | $101,431 |
| Nocholas Theoharis | COO | $74,811 |
Compensation data as of: 12/31/2025
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 1/13/2026. To update the information below, please email: [email protected]
History
It was early spring of 1986 when Lareau and Evie Lindquist had a two-week assignment with the Wycliffe Bible Translators in Colombia, South America. They were unexpectedly detained in a remote area of the jungle, Cona Colorado. During the evening and late into the night as they were walking the small airstrip, the concept of Barnabas was born.
Lareau and Evie had had many opportunities for service over their years together, but the Lord was moving in their hearts to consider a ministry of encouragement to God's servants overseas. After much prayer, Barnabas International became a reality on July 7, 1986.
The Lord pulled together a supportive Board of Directors, and the ministry of encouragement, enrichment, and edification was put into action. The focus was those in international ministry, national church leaders overseas, ministry workers in the States, and Christians in general.
The organization was started as a "Ma and Pa" ministry with no intention of being more than that, but the Lord has allowed the ministry of Barnabas to grow and expand. However, throughout this journey of growth and expansion, the organization has stayed focused on the ministry of encouragement.