Mission Mutual 
The information on this page was last updated 2/13/2025. If you see errors or omissions, please email: [email protected]
Summary
At Mission Mutual, the heart of what we do has always been to unite missions, ministries and philanthropic organizations in the pursuit of collective impact.
Contact information
Mailing address:
Mission Mutual
320 Westway Pl
Ste. 541
Arlington, TX 76018
Website: missionmutual.org
Phone: 817-422-9467
Email: [email protected]
Organization details
EIN: 823705696
CEO/President: Mindy Robbins
Chairman: Gary Nelson
Board size: 5
Founder: Dal Anderson
Ruling year: 2018
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2025
Purpose
Mission, ministry and philanthropic organizations equipped for collective impact.
Mission statement
At Mission Mutual, we believe Great Commission work is the most important work. But Great Commission work is no small task. The complex, large scale command "to make disciples of all nations" requires collaboration and unity. That's why we strive to equip God's church for God's mission by helping organizations increase organization effectiveness and health through the strategic interactions needed to align vision, mission, strategy, and resources that drive cooperative, sustainable results within the collective climate. We believe that our success is directly tied to the success of those we serve.
Statement of faith
Mission Mutual is an organization that is committed to Jesus' Great Commission (Matthew 28:18-20). We believe God has called us to coordinate and foster relational unity between organizations of similar vision.
Donor confidence score
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 | | 635 of 1115 | 25 of 40 |
| Fund acquisition rating | | 70 of 1116 | 1 of 40 |
| Resource allocation rating | | 993 of 1116 | 36 of 40 |
| Asset utilization rating | | 730 of 1115 | 29 of 40 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 6% | 0% | 0% | 0% | 0% | 0% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 0% | 0% | 0% | 0% | 0% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 97% | 100% | 100% | 0% | 0% | 0% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 0% | 0% | 0% | 0% | 0% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 3% | 0% | 0% | 100% | 100% | 100% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 66% | 68% | 86% | 98% | 98% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 61% | 72% | 92% | 95% | 86% |
Program output ratio Program output ratio = Program services / Total revenue | 79% | 40% | 49% | 79% | 93% | 84% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | 39% | 28% | 8% | 5% | 14% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 6% | 48% | 48% | 25% | 18% | 82% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 10% | 34% | 32% | 14% | 2% | 2% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.18 | 0.71 | 0.86 | 2.90 | 3.03 | 4.99 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.22 | 1.01 | 1.02 | 1.00 | 1.00 | 1.00 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.52 | 0.72 | 0.88 | 2.90 | 3.03 | 5.01 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 43.19 | 594.92 | 89.99 | 4418.40 | 3909.93 | 1652.27 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.02 | 0.00 | 0.01 | 0.00 | 0.00 | 0.00 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.22 | 16.66 | 13.44 | 4.13 | 3.96 | 2.39 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 4% | 6% | 31% | 0% | 10% | 0% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 80% | 132% | 80% | 34% | 30% | 20% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $4,455,100 | $3,154,593 | $1,502,256 | $1,247,268 | $921,964 |
| Receivables, inventories, prepaids | $6,820 | $0 | $0 | $0 | $0 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $4,461,920 | $3,154,593 | $1,502,256 | $1,247,268 | $921,964 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $18,602 | $15,874 | $1,170 | $1,951 | $3,252 |
| Other long-term assets | $28,930 | $62,242 | $0 | $0 | $0 |
| Total long-term assets | $47,532 | $78,116 | $1,170 | $1,951 | $3,252 |
| Total assets | $4,509,452 | $3,232,709 | $1,503,426 | $1,249,219 | $925,216 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $7,500 | $35,054 | $340 | $319 | $558 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $7,500 | $35,054 | $340 | $319 | $558 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $260,004 | $973,542 | $0 | $125,650 | $0 |
| Total long-term liabilities | $260,004 | $973,542 | $0 | $125,650 | $0 |
| Total liabilities | $267,504 | $1,008,596 | $340 | $125,969 | $558 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $4,241,948 | $2,224,113 | $1,503,086 | $1,123,250 | $924,658 |
| With donor restrictions | $0 | $0 | $0 | $0 | $0 |
| Net assets | $4,241,948 | $2,224,113 | $1,503,086 | $1,123,250 | $924,658 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $5,200,000 | $3,842,000 | $0 | $0 | $0 |
| Program service revenue | $0 | $0 | $1,900,000 | $1,621,622 | $1,320,000 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $803 | $399 | $124 | $0 | $0 |
| Other revenue | $22,873 | $1,046 | $2,838,976 | $2,355,994 | $4,059,118 |
| Total other revenue | $23,676 | $1,445 | $4,739,100 | $3,977,616 | $5,379,118 |
| Total revenue | $5,223,676 | $3,843,445 | $4,739,100 | $3,977,616 | $5,379,118 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $2,111,963 | $1,891,350 | $3,735,827 | $3,688,470 | $4,524,481 |
| Management and general | $1,096,436 | $893,989 | $623,437 | $90,554 | $95,382 |
| Fundraising | $0 | $0 | $0 | $0 | $0 |
| Total expenses | $3,208,399 | $2,785,339 | $4,359,264 | $3,779,024 | $4,619,863 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | $2,015,277 | $1,058,106 | $379,836 | $198,592 | $759,255 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $2,015,277 | $1,058,106 | $379,836 | $198,592 | $759,255 |
Compensation
| Name | Title | Compensation |
| Dal Anderson | Executive Di | $337,969 |
| Mindy Robbins | Pres/Managin | $217,043 |
| Victoria Izraylevsky-Bryan | Employee | $185,114 |
| Thomas Lucas | Employee | $170,810 |
| Nicoletta Simmons | Employee | $104,066 |
| William McCoy | Employee | $102,605 |
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 2/13/2025. To update the information below, please email: [email protected]
History
For several years, founder and organizational development professional, Dal Anderson, was an executive leader working at a Bible translation organization. This organization was part of a broader group pursuing common goals aimed at eradicating Bible poverty - by no means a small-scale problem. Eventually, this group formalized their alliance and Dal transitioned from the executive leader role with the organization and took on a support role within the new initiative. It wasn't long before the alliance's big needs exceeded what he alone could provide. A backbone organization was essential to fully serve the need for coordination and cohesion. Dal recognized that this collective impact approach would also greatly benefit other sectors of God's mission and the same backbone support would be valued. It was this aha moment that led to the beginnings of Mission Mutual.
In early 2018, Mission Mutual was founded on the simple observation that there had been a fundamental shift in the way some missions, ministries and philanthropic organizations were thinking about participation in God's work. Contrary to former philosophies, many faith-based organizations were becoming less inclined to try to 'go it alone', recognizing the opportunity for greater impact through collective strategy and action.
But, as we often say at Mission Mutual, "collaboration is the hardest work" and ... it really is. Shifting from isolated efforts to collective efforts is not merely about learning how to collaborate better. It requires systematic approaches, building focused relationships between organizations and an emphasis on progress toward shared objectives. And sustainable collective impact requires a centralized support system for those collective actions to be successful. Enter Mission Mutual.
Mission Mutual serves as a centralized support system for organizations desiring the fulfillment of a unified vision. Our team equips missions, ministries, and philanthropic organizations-of similar vision-with the organizational and relational perspective needed to align their missions, visions, strategy, and resources in order to drive cooperative, sustainable results within a collective climate. It's the Ecclesiastes 4:12 truth, a cord of three strands is not easily broken. The strength of a multi-stranded cord depends on the strength of each individual cord and how they're woven together. Strong, healthy individual organizations working together strengthen the collective impact of the alliance and ultimately advance God's Kingdom.