Fortis Institute 
The information on this page was last updated 3/2/2026. If you see errors or omissions, please email: [email protected]
Summary
Fortis Institute is the public name for Gospel Partners Media, a 501c3 religious, non-profit organization that uses various forms of media to create culturally-compelling and theologically-sound content.
Contact information
Mailing address:
Fortis Institute
3070 Windward Plaza F301
Alpharetta, GA 30005
Website: fortisinstitute.org
Phone: 678-585-4719
Email: [email protected]
Organization details
EIN: 453788065
CEO/President: Todd Friel
Chairman: Todd Friel
Board size: 5
Founder: Todd Friel
Ruling year: 2012
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2017
Purpose
To see vibrant churches filled with joyful people moving from brokenness to wholeness.
Mission statement
To create compelling media and resources that integrate biblical truth into every aspect of life.
Statement of faith
Please visit: https://fortisinstitute.org/about-us/
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: Radio/ TV Stations
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 801 of 1435 | 15 of 32 |
| Fund acquisition rating | | 989 of 1435 | 20 of 32 |
| Resource allocation rating | | 561 of 1435 | 11 of 32 |
| Asset utilization rating | | 766 of 1436 | 18 of 33 |
According to the organization's Form 990, it received $87,434 in government grants in 2025.
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 | 5% | 8% | 6% | 9% | 6% | 4% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 4% | 7% | 5% | 7% | 5% | 3% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 77% | 86% | 81% | 77% | 84% | 85% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 9% | 7% | 10% | 8% | 7% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 23% | 14% | 19% | 23% | 16% | 15% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 79% | 81% | 80% | 77% | 82% | 86% |
Spending ratio Spending ratio = Total expenses / Total revenue | 93% | 83% | 72% | 66% | 59% | 49% |
Program output ratio Program output ratio = Program services / Total revenue | 73% | 68% | 58% | 51% | 49% | 42% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 7% | 17% | 28% | 34% | 41% | 51% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 6% | 12% | 15% | 25% | 40% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 16% | 10% | 13% | 13% | 9% | 7% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.37 | 0.28 | 0.28 | 0.26 | 0.30 | 0.31 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.16 | 1.24 | 1.25 | 1.30 | 1.38 | 1.54 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 0.92 | 0.34 | 0.35 | 0.33 | 0.41 | 0.47 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 17.46 | 192.47 | 161.65 | 186.07 | 122.83 | 87.87 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.05 | 0.01 | 0.01 | 0.01 | 0.01 | 0.01 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 12.44 | 34.81 | 34.52 | 35.72 | 29.09 | 25.07 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 10% | 10% | 11% | 13% | 16% | 22% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 9% | 11% | 13% | 15% | 21% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 186% | 325% | 323% | 338% | 283% | 256% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $7,990,930 | $7,432,160 | $6,376,314 | $5,398,161 | $3,886,414 |
| Receivables, inventories, prepaids | $91,418 | $146,693 | $222,296 | $84,778 | $53,195 |
| Short-term investments | $0 | $34,882 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $8,082,348 | $7,613,735 | $6,598,610 | $5,482,939 | $3,939,609 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $1,909,156 | $1,924,796 | $1,973,875 | $2,056,748 | $2,143,454 |
| Other long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total long-term assets | $1,909,156 | $1,924,796 | $1,973,875 | $2,056,748 | $2,143,454 |
| Total assets | $9,991,504 | $9,538,531 | $8,572,485 | $7,539,687 | $6,083,063 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $41,992 | $47,099 | $35,463 | $44,637 | $44,833 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $41,992 | $47,099 | $35,463 | $44,637 | $44,833 |
| Debt | $936,004 | $1,007,568 | $1,076,433 | $1,152,431 | $1,263,723 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $936,004 | $1,007,568 | $1,076,433 | $1,152,431 | $1,263,723 |
| Total liabilities | $977,996 | $1,054,667 | $1,111,896 | $1,197,068 | $1,308,556 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $9,013,508 | $8,483,864 | $7,460,589 | $6,342,619 | $4,774,507 |
| With donor restrictions | $0 | $0 | $0 | $0 | $0 |
| Net assets | $9,013,508 | $8,483,864 | $7,460,589 | $6,342,619 | $4,774,507 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $2,855,532 | $2,957,956 | $2,563,965 | $3,195,309 | $3,232,208 |
| Program service revenue | $106,327 | $329,909 | $533,878 | $569,625 | $499,476 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $356,212 | $320,746 | $246,642 | $41,717 | ($2,247) |
| Other revenue | $5,179 | $32,052 | $1,863 | $4,675 | $62,556 |
| Total other revenue | $467,718 | $682,707 | $782,383 | $616,017 | $559,785 |
| Total revenue | $3,323,250 | $3,640,663 | $3,346,348 | $3,811,326 | $3,791,993 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $2,252,226 | $2,116,376 | $1,700,343 | $1,848,960 | $1,605,238 |
| Management and general | $280,986 | $330,551 | $276,819 | $205,180 | $129,385 |
| Fundraising | $238,189 | $183,551 | $227,908 | $189,074 | $129,384 |
| Total expenses | $2,771,401 | $2,630,478 | $2,205,070 | $2,243,214 | $1,864,007 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $551,849 | $1,010,185 | $1,141,278 | $1,568,112 | $1,927,986 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $551,849 | $1,010,185 | $1,141,278 | $1,568,112 | $1,927,986 |
Compensation
| Name | Title | Compensation |
| Todd Friel | Executive Dir. | $183,239 |
| Susan Friel | Finance Dir | $138,844 |
| James Prosser | Social Media Dir | $117,420 |
| Jason Allen | Fortis Fellows Dir | $116,476 |
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 3/2/2026. To update the information below, please email: [email protected]
History
Y2k was safely behind the nation, Evangelicals were hopeful that George W. Bush would usher in a conservative era of politics, and a naive Evangelical began broadcasting on Christian radio in Minneapolis, MN. That lasted two years until he was dismissed by the vice-president for criticizing the Prayer of Jabez on air.
Todd Friel found himself at the competitor's station across town where he spent three hours a day driving people home. That lasted three years until he was dismissed by the vice-president for criticizing prosperity preachers on air.
Graciously, Ray Comfort invited the two-times fired Friel to host Way of the Master Radio. Soon after, Charles Stanley asked Todd to host a daily TV show in Atlanta on FamilyNet TV. Although Todd was never called into the vice-president's office, after three years, In Touch decided to sell FamilyNet to Robert Schuller Jr. Needless to say, Friel and Schuller weren't exactly a theological match made in heaven.
Friel, along with a group of very talented and godly men, decided to continue producing TV and radio as Gospel Partners Media. Thanks to the generosity of God's people, Wretched TV and Radio have produced thousands of hours of broadcasting, dozens of resources, and distributed over four million evangelistic booklets and DVDs.