Save The Storks 
The information on this page was last updated 1/12/2024. If you see errors or omissions, please email: [email protected]
Summary
We partner with pregnancy resource centers across the country who are the immediate conduit for the love, compassion, and action that we believe God calls us to. Equipped with their very own mobile medical units, affectionately called "Stork Buses," these centers are able to bring the vital medical care of free pregnancy tests and ultrasounds right to the women who need them most.
Along with equipping centers for mobile medical ministry, we offer a number of counseling and consulting services in hopes of enabling them to more efficiently and effectively serve their unique communities.
Contact information
Mailing address:
Save The Storks
4050 Lee Vance View
Ste. 300
Colorado Springs, CO 80918
Website: savethestorks.com
Phone: (866) 639-0479
Email: [email protected]
Organization details
EIN: 461031815
CEO/President: Diane Ferraro
Chairman: Herb McCarthy
Board size: 6
Founder: Joe Baker
Ruling year: 2013
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2022
Purpose
We want women to know that they are not alone; we're here for them.
When we empower women with compassion, education and holistic care, we not only empower them to choose a better life for themselves and their children, we create a culture that respects and values every life.
Mission statement
Our mission is to create a story of hope and empowerment for every woman facing an unplanned pregnancy.
Statement of faith
We adhere to the statement of faith that is expressed in the Nicene Creed.
We believe in one God,
the Father almighty,
maker of heaven and earth,
of all things visible and invisible.
We believe in one Lord Jesus Christ,
the Only Begotten Son of God,
born of the Father before all ages.
God from God, Light from Light,
true God from true God,
begotten, not made, consubstantial with the Father;
through him all things were made.
For us men and for our salvation
he came down from heaven,
and by the Holy Spirit was incarnate of the Virgin Mary,
and became man.
For our sake he was crucified under Pontius Pilate,
he suffered death and was buried,
and rose again on the third day
in accordance with the Scriptures.
He ascended into heaven
and is seated at the right hand of the Father.
He will come again in glory
to judge the living and the dead
and his kingdom will have no end.
We believe in the Holy Spirit, the Lord, the giver of life,
who proceeds from the Father and the Son,
who with the Father and the Son is adored and glorified,
who has spoken through the prophets.
We believe in one, holy, catholic and apostolic Church.
We confess one Baptism for the forgiveness of sins
and we look forward to the resurrection of the dead
and the life of the world to come.
Amen.
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Pro-Life
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 471 of 1104 | 12 of 30 |
| Fund acquisition rating | | 723 of 1105 | 20 of 30 |
| Resource allocation rating | | 654 of 1105 | 17 of 30 |
| Asset utilization rating | | 132 of 1104 | 5 of 30 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 10% | 12% | 9% | 11% | 9% | 30% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 8% | 13% | 9% | 13% | 10% | 31% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 93% | 102% | 101% | 116% | 115% | 104% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 10% | 13% | 10% | 13% | 11% | 30% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 7% | -2% | -1% | -16% | -15% | -4% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 80% | 79% | 76% | 72% | 66% | 56% |
Spending ratio Spending ratio = Total expenses / Total revenue | 95% | 100% | 88% | 103% | 88% | 103% |
Program output ratio Program output ratio = Program services / Total revenue | 75% | 79% | 67% | 75% | 59% | 57% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 5% | 0% | 12% | -3% | 12% | -3% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 7% | 0% | 28% | -9% | 35% | -8% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 9% | 9% | 14% | 15% | 22% | 14% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.99 | 1.84 | 1.67 | 2.06 | 1.66 | 2.21 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.62 | 1.87 | 1.38 | 1.71 | 1.80 | 1.27 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.57 | 3.46 | 2.30 | 3.52 | 2.99 | 2.80 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 14.57 | 5.59 | 8.41 | 2.72 | 2.19 | 3.03 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.06 | 0.18 | 0.12 | 0.37 | 0.46 | 0.33 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.25 | 2.85 | 4.59 | 2.16 | 2.18 | 2.87 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 16% | 22% | 18% | 34% | 37% | 26% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 6% | 6% | 7% | 6% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 89% | 42% | 49% | 32% | 38% | 33% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $1,404,666 | $2,932,949 | $2,003,656 | $1,691,617 | $1,438,946 |
| Receivables, inventories, prepaids | $149,792 | $207,507 | $261,321 | $787,965 | $520,624 |
| Short-term investments | $862,856 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $2,417,314 | $3,140,456 | $2,264,977 | $2,479,582 | $1,959,570 |
| Long-term investments | $846,156 | $0 | $0 | $0 | $0 |
| Fixed assets | $1,041,996 | $1,166,145 | $1,581,751 | $1,535,271 | $295,070 |
| Other long-term assets | $225,192 | $20,937 | $20,937 | $446,045 | $226,715 |
| Total long-term assets | $2,113,344 | $1,187,082 | $1,602,688 | $1,981,316 | $521,785 |
| Total assets | $4,530,658 | $4,327,538 | $3,867,665 | $4,460,898 | $2,481,355 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $432,690 | $362,596 | $822,698 | $687,060 | $323,981 |
| Other current liabilities | $0 | $10,774 | $10,000 | $443,194 | $323,235 |
| Total current liabilities | $432,690 | $373,370 | $832,698 | $1,130,254 | $647,216 |
| Debt | $252,875 | $262,118 | $270,907 | $279,226 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $328,564 | $158,515 | $203,805 | $249,095 | $0 |
| Total long-term liabilities | $581,439 | $420,633 | $474,712 | $528,321 | $0 |
| Total liabilities | $1,014,129 | $794,003 | $1,307,410 | $1,658,575 | $647,216 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $3,389,706 | $3,441,815 | $1,897,195 | $469,863 | $517,694 |
| With donor restrictions | $126,823 | $91,720 | $663,060 | $2,332,460 | $1,316,445 |
| Net assets | $3,516,529 | $3,533,535 | $2,560,255 | $2,802,323 | $1,834,139 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $8,488,004 | $8,280,100 | $8,994,271 | $9,650,290 | $5,529,397 |
| Program service revenue | $0 | $0 | $0 | $55,395 | $158,759 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $25,822 | ($153,562) | $7,329 | ($39,213) | $1,280 |
| Other revenue | ($158,224) | $77,125 | ($1,276,473) | ($1,286,299) | ($361,719) |
| Total other revenue | ($132,402) | ($76,437) | ($1,269,144) | ($1,270,117) | ($201,680) |
| Total revenue | $8,355,602 | $8,203,663 | $7,725,127 | $8,380,173 | $5,327,717 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $6,565,124 | $5,474,979 | $5,773,587 | $4,913,485 | $3,047,279 |
| Management and general | $735,839 | $1,011,497 | $1,169,728 | $1,662,161 | $761,225 |
| Fundraising | $1,055,737 | $743,907 | $1,023,880 | $836,343 | $1,670,802 |
| Total expenses | $8,356,700 | $7,230,383 | $7,967,195 | $7,411,989 | $5,479,306 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | ($1,098) | $973,280 | ($242,068) | $968,184 | ($151,589) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($1,098) | $973,280 | ($242,068) | $968,184 | ($151,589) |
Compensation
| Name | Title | Compensation |
| Diane Ferraro | CEO | $201,623 |
| John Gore | CFO | $171,366 |
| Annie Tang Humphrey | COO | $165,240 |
| JD Dahler | Director of Development | $159,500 |
| Kevin Edwards | Director of Marketing | $132,467 |
| Josue Calderon | Director of User Experience | $120,032 |
| Karysse Trandem | Board Member/Event speaker | $35,000 |
Compensation data as of: 12/31/2022
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 1/12/2024. To update the information below, please email: [email protected]
History
It all started in the Bronx, with one van that inspired some visionary questions:
What if there was a way to reach abortion-vulnerable women right where they are, right where they live and work? What if there were people who loved these women enough to invest their time in providing the care and resources needed to truly give them the freedom to choose?
That would revolutionize what it means to be pro-life.
Here at Save the Storks, those are the "what ifs" that we want to make reality. Beginning in 2012, we have realized this mission by partnering with Pregnancy Resource Centers all across America, and our prayerful hope is that we've only just begun.