MOPS International, Inc. 
The information on this page was last updated 1/3/2023. If you see errors or omissions, please email: [email protected]
Summary
Here at MOPS, we gather and support moms. We believe in the simple but revolutionary idea that remarkable things happen when moms come together. Our acronym stands for "Mothers of Preschoolers" because we began in 1973 when a group of moms with young children banded together to share their lives and parenting journeys. Over the past 48 years, MOPS has expanded our community to include moms with school-aged kids. In addition, we are partnering with churches and organizations worldwide to equip and encourage moms in more than 70 countries.
Contact information
Mailing address:
MOPS International, Inc.
2370 South Trenton Way
Denver, CO 80231-3822
Website: www.MOPS.org
Phone: 303-733-5353
Email: [email protected]
Organization details
EIN: 840925251
CEO/President: Mandy Arioto
Chairman: Catherine Penshorn, M.Ed.
Board size: 17
Founder: Trinity Baptist Church Women
Ruling year: 1981
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 1991
Purpose
MOPS International (Mothers of Preschoolers) ("MOPS") strives to reach out to all mothers of children under school age. MOPS intends to nurture every mother of preschoolers by meeting her distinct needs. This purpose is carried out in a variety of ways, including local MOPS groups, MOMSense resources, MOPS' books and products, and special events. MOPS believes in working with local Christian churches/parachurches to maximize ministry opportunities to God's Kingdom. MOPS programs are chartered in churches of many different denominations and Christian traditions, but all share the common desire to reach out with the gospel of Jesus Christ and to bring glory to God in everything.
Mission statement
MOPS International encourages and equips moms of young children to realize their potential as mothers, women and leaders, in relationship with Jesus, and in partnership with the local church.
Statement of faith
We believe:
The only true God, the sovereign Creator and Sustainer of all things, existing eternally in three persons: Father, Son and Holy Spirit (Deuteronomy 6: 45; Acts 17:2428; 2 Corinthians 13:14).
The divine inspiration, entire trustworthiness and authority of the Bible in faith and practice (2 Peter 1:2021; 2 Timothy 3:1617; Psalm 119:911, 105; 1 Thessalonians 2:13).
The full deity and humanity of Jesus Christ, who lived as a perfect example, who atoned for the sins of the world at the cross, who was bodily raised from the dead and ascended as both Lord and Savior, and who will return in power and glory in the fullness of time to judge the living and the dead, to consummate history and the eternal plan of God (John 1:1, 14; Colossians 2:9; Hebrews 4:15; Isaiah 53:36; Acts 4:1012; Matthew 26:6364; 2 Timothy 4:1).
The value and dignity of all humankind: originally created in God's image to live in love and holiness, but who became alienated from God and each other because of sin and guilt, and who are justly subject to the judgment of God (Genesis 1:2627; Colossians 1:21; John 12:4748).
The justification, by God's grace, of all who repent and put their faith in Jesus Christ for salvation (Ephesians 2:810; John 3:1617; Romans 4:45).
The present ministry of the Holy Spirit, by whose indwelling and transforming power the Christian is enabled to live out our new life and new calling to evangelism and discipleship of believers within the fellowship of the Church (John 16:7; 1 Corinthians 6:1920; Galatians 5:2223; Matthew 28:1820).
The spiritual unity of believers in our Lord Jesus Christ, with equality across racial, gender and class differences (John 17:2023; Revelation 5:9).
The passages of Scripture associated with each of the statements are not offered as proof texts; rather, they are intended to serve as a beginning place for further study.
All speakers on our annual curriculum have agreed to the MOPS Faith Position Statement and are aware of our Core Ministry Values. While we agree on the basics of faith, we acknowledge that speakers may have differing views on issues unrelated to salvation. Using speakers for our annual curriculum does not signify an endorsement by MOPS International.
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Fellowship Evangelism
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 974 of 1097 | 30 of 32 |
| Fund acquisition rating | | 973 of 1099 | 30 of 32 |
| Resource allocation rating | | 926 of 1099 | 29 of 32 |
| Asset utilization rating | | 628 of 1097 | 21 of 32 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 7% | 30% | 29% | 33% | 39% | 33% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 6% | 10% | 10% | 12% | 7% | 6% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 87% | 33% | 34% | 35% | 18% | 20% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 7% | 10% | 12% | 12% | 7% | 6% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 13% | 67% | 66% | 65% | 82% | 80% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 74% | 72% | 65% | 68% | 68% |
Spending ratio Spending ratio = Total expenses / Total revenue | 93% | 104% | 84% | 92% | 94% | 101% |
Program output ratio Program output ratio = Program services / Total revenue | 75% | 77% | 61% | 60% | 64% | 69% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 7% | -4% | 16% | 8% | 6% | -1% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 10% | -5% | 22% | 13% | 16% | -3% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 16% | 16% | 23% | 25% | 26% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.16 | 0.86 | 0.83 | 0.83 | 1.18 | 1.29 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.40 | 1.50 | 1.55 | 1.69 | 1.82 | 2.16 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.55 | 1.29 | 1.28 | 1.40 | 2.15 | 2.80 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 13.01 | 2.73 | 3.60 | 2.79 | 1.62 | 1.21 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.37 | 0.28 | 0.36 | 0.62 | 0.82 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.04 | 5.91 | 6.75 | 5.49 | 2.13 | 0.75 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 7% | 37% | 31% | 47% | 51% | 56% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 12% | 13% | 25% | 16% | 18% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 81% | 73% | 84% | 64% | 41% | 34% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $2,582,089 | $1,934,026 | $1,933,105 | $1,594,938 | $726,928 |
| Receivables, inventories, prepaids | $270,215 | $705,528 | $228,558 | $280,802 | $728,940 |
| Short-term investments | $307,712 | $295,152 | $290,330 | $271,005 | $273,356 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $3,160,016 | $2,934,706 | $2,451,993 | $2,146,745 | $1,729,224 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $1,566,339 | $1,628,480 | $1,690,300 | $1,763,429 | $2,007,569 |
| Other long-term assets | $0 | $0 | $0 | $0 | $3,642 |
| Total long-term assets | $1,566,339 | $1,628,480 | $1,690,300 | $1,763,429 | $2,011,211 |
| Total assets | $4,726,355 | $4,563,186 | $4,142,293 | $3,910,174 | $3,740,435 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $185,177 | $167,502 | $155,907 | $152,268 | $199,869 |
| Other current liabilities | $970,977 | $647,225 | $721,739 | $1,173,099 | $1,226,519 |
| Total current liabilities | $1,156,154 | $814,727 | $877,646 | $1,325,367 | $1,426,388 |
| Debt | $583,296 | $598,974 | $1,036,594 | $641,025 | $672,921 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $31,259 | $39,155 | $5,553 |
| Total long-term liabilities | $583,296 | $598,974 | $1,067,853 | $680,180 | $678,474 |
| Total liabilities | $1,739,450 | $1,413,701 | $1,945,499 | $2,005,547 | $2,104,862 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $2,710,960 | $2,827,293 | $2,078,857 | $1,802,423 | $1,526,351 |
| With donor restrictions | $275,945 | $322,192 | $117,937 | $102,204 | $109,222 |
| Net assets | $2,986,905 | $3,149,485 | $2,196,794 | $1,904,627 | $1,635,573 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $1,289,808 | $1,535,539 | $1,310,085 | $874,389 | $936,971 |
| Program service revenue | $2,448,107 | $2,330,992 | $2,176,787 | $3,798,381 | $3,994,207 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $18,665 | $5,341 | $10,628 | $21,198 | $11,529 |
| Other revenue | $147,572 | $598,092 | $227,211 | $227,580 | ($145,228) |
| Total other revenue | $2,614,344 | $2,934,425 | $2,414,626 | $4,047,159 | $3,860,508 |
| Total revenue | $3,904,152 | $4,469,964 | $3,724,711 | $4,921,548 | $4,797,479 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $3,015,406 | $2,722,216 | $2,224,502 | $3,129,823 | $3,289,608 |
| Management and general | $664,326 | $605,995 | $787,225 | $1,146,599 | $1,247,704 |
| Fundraising | $387,000 | $441,202 | $428,713 | $342,470 | $305,410 |
| Total expenses | $4,066,732 | $3,769,413 | $3,440,440 | $4,618,892 | $4,842,722 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | ($162,580) | $700,551 | $284,271 | $302,656 | ($45,243) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($162,580) | $700,551 | $284,271 | $302,656 | ($45,243) |
Compensation
| Name | Title | Compensation |
| Mandy Arioto | President/CEO | $154,312 |
| TJ Rikli | COO | $126,916 |
Compensation data as of: 3/31/2023
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 1/3/2023. To update the information below, please email: [email protected]
History
How did MOPS get started?
Well, thank you for asking. Here is our story.
Eight women. The number was small, but the need was great. They called themselves MOPS - Mothers of Preschoolers. The first MOPS meeting took place in February 1973 in Wheat Ridge, Colorado. For two hours, while their children received care, these mothers talked, laughed, ate, passed a basket for childcare expenses, had a craft demonstration and ended with a short devotional. In this humble beginning, the seeds of the MOPS concept and format were planted. Through friendship, creative outlets, and instruction, the women began to understand that "mothering matters." Today, the same needs for significance are met in much the same way in MOPS groups across the United States and around the world.
From the beginning, women in MOPS were not content to be spectators. Through MOPS, they found an opportunity to discover and cultivate their leadership gifts. As women moved around the country, they took the concept of MOPS with them, and new groups formed.
Growth began as word spread in churches, conventions, and magazine articles that explained this unique new program. Inquiries and requests for information became more frequent, and a handbook was printed. Office space moved from a desk in a family room to a rented office.
In 1981, MOPS established a Board of Directors and incorporated first as MOPS Outreach, and later as MOPS, Inc. As interest mushroomed, leadership training began. One hundred fifty women from five states gathered in 1982 for the first all-day MOPS leadership seminar.
In 1988, MOPS expanded beyond US borders and was renamed MOPS International, Inc. to reflect the international impact of the ministry. As MOPS grew, so did the need for a chartering process, additional resource materials, and a paid staff. The Board hired Elisa Morgan as the first president of the organization in 1989.
MOPS reached out to moms through the MOMSense newsletter (later MomSense magazine and Hello, Dearest magazine, now The MOPS Magazine) beginning in 1993. The newsletter joined the existing MOMSense radio program to help MOPS nurture every mother of preschoolers, whether or not she attended a MOPS group.
In 1995, MOPS formed a partnership with Zondervan Publishing House, further expanding its outreach to mothers through books. Also that year, MOPS established Teen MOPS groups for teenage mothers. MOPS became even more available to moms when it went online in 1997, and in 2000 when it created the MOPS to Mom Connection (now MOPS Membership) to bring additional resources directly to a mom's home. In 2004, MOPS International entered into a publishing relationship with Revell of Baker Publishing Group.
MOPS has come a long way over the years, and continues to adapt to meet the various needs of moms today.