International, Foreign Affairs, and National Security

Lott Carey Baptist Foreign Mission Society Inc

  • Landover, MD
  • www.lottcarey.org

Mission Statement

Lott Carey helps churches to extend the Christian witness throughout the world. Through prayer partnership, financial support, and technical assistance, we come alongside indigenous communities engaged in ministries of evangelism, compassion, empowerment, and advocacy. Together, we are touching lives with transforming love.

We have partnerships in Africa, Asia, the Caribbean, Europe, North America, Oceania, and South America.

Main Programs

  1. Lott Carey Baptist Foreign Mission Society Inc Programs
Service Areas

Self-reported

International

Africa - evangelism, compassion, health and sanitation, education, women's empowerment

Asia - evangelism, education, health care

The Caribbean - evangelism, community development, education

Europe - evangelism, leadership development

North America - youth development, leadership development, disaster services

Oceania - leadership development

South America - evangelism, community development, youth development

ruling year

1996

Principal Officer

Self-reported

Dr. David Emmanuel Goatley

Keywords

Self-reported

Christian missions, disaster relief, capacity building, health, education, HIV/AIDS support, Hurricane Katrina and Hurricane Rita relief

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Also Known As

Lott Carey

EIN

53-6000291

 Number

5374069224

Physical Address

8201 Corporate Drive Suite 1245

Landover, MD 20785 2230

Contact

Cause Area (NTEE Code)

International Relief (Q33)

Management & Technical Assistance (X02)

Management & Technical Assistance (B02)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

Lott Carey Baptist Foreign Mission Society Inc Programs

With international offices in Washington, DC and international partnership in more than 20 countries, major operating programs include: building capacity for ministry, education, and health programs and services; providing HIV/AIDS prevention education, care, and support; supporting programs and services for homeless families and children; and helping to build a new generation of leaders for the world.

Category

Human Services

Population(s) Served

General Public/Unspecified

Budget

$2,661,443.00

Charting Impact

Self-reported by organization

Five powerful questions that require reflection about what really matters - results.

  1. What is the organization aiming to accomplish?
    Lott Carey is building a better world through Christian missions. We extend the Christian witness around the world by helping churches to grow their understanding of what it means to be on mission with Christ in the power of the Spirit throughout God's world; to give reliably and transparently to provide financial support and technical assistance to indigenous communities around the world engaged in evangelism, compassion, empowerment, and advocacy; and to go on short-term missions assignments that enable them to listen, learn, encourage, and pray. We enlarge the Christian impact globally by doing more together than any of us can do alone.
  2. What are the organization's key strategies for making this happen?
    The following strategies guide Lott Carey's efforts to make lasting global impact around the world. We are a multi-cultural, multi-lingual, ecumenical community engaged in the Christian witness around the world. This allows us to create synergies through collaboration and learn from various experiences to grow our global capacity to serve.We mobilize churches, families, and individuals for effective global missional engagement. We enable personal and collective participation in meaningful service and learning around the world which contributes to discipleship formation and spiritual maturity of believers.We utilize technology for informing, inspiring, investing, and engaging which allows easier and more effective participation in the global missional enterprise from wherever people call home.We nurture new generations of Christian leaders for the world. By investing in missional engagement for children and youth, we support their character and leadership development to serve effectively now and in the future.We activate churches and individuals for advocacy on behalf of vulnerable and victimized people. This enables churches to live out their responsibility for a prophetic Christian witness and facilitates the spiritual, personal, and fiscal engagement of believers to make the world more just for all.We promote economic empowerment for sustainable families and communities. With massive numbers of people living in poverty and destitution, we help families who live at the social and economic margins of their communities to develop personal and communal capacities to transform subsistence and survival living to living with more security and dignity.We help vulnerable communities prepare for, respond to, and recover from large scale disasters. Because the increasing numbers of natural and human-made disasters exacerbates the fragile lives of vulnerable people, we work to enable people to be resilient in the face of catastrophic events. Near term activities to contribute to our future success include: Strengthening the capacity of our board of directors through gender and age diversification and training to enable its ability to grow the depth and breadth of the personal and fiscal resources of our community;Expanding the numbers of short-term missions assignments that enable more people (female and male; youth and adults) to experience the impact of our work through personal participation with global partners;Strengthening the capacity of pastoral leaders to widen their global visions for missional impact, to build broader networks of collaborators for global engagement, and to deepen their local leadership impact because of their global experiences and richer networks.Enlarging the numbers of people who are trained for disaster response service and deployment locally, nationally, and globally. These near-term activities will increase our board capacity for leadership and membership capacities for service.
  3. What are the organization's capabilities for doing this?
    We have learned through our history of more than a century that people are our most valuable assets. Our US and global staff resources contribute significantly to the accomplishment of our goals. Our chief executive officer is a global strategic and thought leader who has led our organization during the last 16 years to be a nimble and adaptable community that makes the most out of globalization opportunities. Our leadership staff brings decades of experience in social service, non-profit capacity building, and information technology in relief and disaster contexts. Our global leaders offer deep and broad experience in grass-roots community development, organizational leadership, relationship brokering, and resource cultivation in every continent on the globe. Our 115 year history of building personal and organizational capacity in two-thirds world contexts has developed within us the temperament and ability to collaborate constructively with indigenous leaders and communities in the developing world. Along with this long history of effectiveness is a history of fiscal and relational integrity that comes from placing priorities in people rather than in projects. Consequently, we are a recognized leader in strengthening indigenous communities and building local capacities for sustainability. Our network of more than 3,000 primarily African American Baptist congregations and our growing edge of partners outside of this community gives us immeasurable capabilities for multiplying human and technical resources that can be used to achieve our goals. Beyond our 3,000 partner congregations is a network of more than 15,000 congregations through secondary relationships. And beyond our network of partners in 20 countries around the world, our institutional relationships give us reach into nearly every country on the African continent and virtually every country in the Caribbean. Our human capital, longevity of experience in global capacity building, and robust relational networks are resources that can amplify exponentially our work as we continue to exploit technological tools that continue to shrink the global village.
  4. How will they know if they are making progress?
    Lott Carey will know that we are making progress as we make advancements in the following areas: 1) enlarging people's grasp of missions as a priority personally and congregationally; 2) building capacity in indigenous communities for more effective service; and 3) expanding the number of people engaged in personal missional assignments.Concerning enlarging the grasp of missions as priority, we seek to enroll at least 1,000 people per year in our annual missions education conference. We have been within 95% and 115% of our goal each of the last three years. Additionally, we have established goals to conduct at least six congregational multi-year global strategies from 2013 - 2014.Regarding building capacities in indigenous communities, we seek to strengthen our on board as well as partner capacities in governance and sustainability. We will structure annual board development training sessions in fund development and governance best practices with materials from BoardSource beginning 2013. In our global network, we are providing technical assistance from 2012 through 2014 through at least one annual in-person consultation and bi-monthly online support for board development with three partners (South Africa, Zimbabwe, and Jamaica), and for program development with three partners (Liberia, Ethiopia, Haiti). The goal is to realize stronger indigenous led strategic planning, program implementation, and fund development efforts by 2014. We have had recent success in South Africa where our partners succeeded in winning a multi-year award from a European funder for HIV/AIDS projects; in Jamaica with enlarging local government investments for expanded job skills training on our campus; and in Liberia with completing and beginning to implement a five-year School Improvement Plan. Relating to enlarging participation in missional assignments, we established a goal to implement quarterly international short-term missions assignments for 2012 and 2013. We achieved 250% of our 2012 goal because of additional opportunities in post-earthquake Haiti, and we are 50% ahead of our 2013 goal for scheduled immersions. We established a goal of training, in partnership with the American Red Cross, 50 people per year for disaster response shelter operations service in 2011 and 2012. We doubled our goal for 2011 and exceeded our 2012 goal by 30%. Our 2013-2014 goals are 50 people for shelter operations, 10 spiritual care volunteers, and secure shelter certification for six congregational campuses per year. Although we are presently meeting and exceeding most of our goals, we will maintain the original multi-year projections to give time to ensure quality equipping through ongoing performance of participants prior to enlarging quantitative goals. We will work to obtain feedback of trained participants through our own evaluations and that of network partners (e.g., American Red Cross) for qualitative assessments of our achievements.
  5. What have and haven't they accomplished so far?
    We are making progress in strengthening the capacity of our board of directors that has substantial academic and professional achievement through gender and age diversification and training to enable its ability to grow the depth and breadth of the personal and fiscal resources of our community. Our 15% of our board is under 40 years old. 20% of our board is female. 30% of our board is laypeople (not pastors). This is a significant improvement given that 10 years ago only less than 5% was under 40 years old, female, or laypeople (not pastors). This diversification is helping us to engage broader perspectives vocationally, generationally, and by gender. We are increasing our ability to be innovative and adaptable in light of contemporary challenges and future opportunities.Expanding the numbers of short-term missions assignments that enable more people (female and male; youth and adults) to experience the impact of our work through personal participation with global partners is enabling many more people to broaden their visions, build wider networks, and deepen impacts. More of our leaders are experiencing our global impact in person which is growing their commitment and their worldviews.Strengthening the capacity in our global network of partners is making progress, but it is a slow process. While we are recognizing major progress with a partner like in India where we have successfully created a self-funding capacity of pre-kindergarten through high school education where we now educate more than 8,000 children in our schools, our organizational development progress in other places is much slower, sometimes due to changing leadership with whom we have to engage in a new educational process, sometimes due to local political or economic uncertainties, and at other times due to the lack of good governance exposure for some partners due to local contexts of corruption or poverty. We have, however, the temperament and capacity for this work. Enlarging the numbers of people who are trained for disaster response service and deployment locally, nationally, and globally has placed greater numbers of people in disaster response situations in the Gulf Coast and along the Atlantic Coast during the past year. This is building capacities for service and survival.Despite many victories, the substantial economic stress that impacts our global neighbors continues to hinder our success in building capacities and moving from survival to thriving communities. While we are committed to helping partners move to greater self-sustainability, economic realities work against our success.While we are making progress in some organizational diversification, the historic realities of racial separation in the US create significant barriers to working across ethnic lines in this country. Working together across racial/ethnic lines is a challenge in many sectors. However, we are committed to multi-cultural collaboration as we seek to build a better world.
Service Areas

Self-reported

International

Africa - evangelism, compassion, health and sanitation, education, women's empowerment

Asia - evangelism, education, health care

The Caribbean - evangelism, community development, education

Europe - evangelism, leadership development

North America - youth development, leadership development, disaster services

Oceania - leadership development

South America - evangelism, community development, youth development

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

LOTT CAREY BAPTIST FOREIGN MISSION
Fiscal year: Jul 01-Jun 30

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Operations

The people, governance practices, and partners that make the organization tick.

Lott Carey Baptist Foreign Mission Society Inc

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2013
  • Board Chair and Board Members
  • Access to the GuideStar Community
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Principal Officer

Dr. David Emmanuel Goatley

BIO

Visionary academic, author, pastor, and leader that is seeking to bring together the best learning and successes of indigenous leaders and communities across in marginalized communities around the world.

Governance

BOARD CHAIR

Dr. John Alexander

Lott Carey Foreign Mission Convention Washington, D.C.

BOARD LEADERSHIP PRACTICES

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices. Self-reported by organization


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BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?


RESPONSE NOT PROVIDED

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?


RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


RESPONSE NOT PROVIDED

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?