Save The Storks 
The information in this column was provided to MinistryWatch by the ministry itself. It was last updated 6/29/2021. To update the information in this column, please email: info@ministrywatch.com
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 Suite 300
Colorado Springs, CO 80918
Website: savethestorks.com
Phone: (866)-639-0479
Email: info@SavetheStorks.com
Organization details
EIN: 461031815
CEO/President: Diane Ferraro
Chairman: Herb McCarthy
Board size: 5
Founder: Joe Baker
Year founded: 2013
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: No
Member of ECFA since:
Purpose
Save the Storks partners with pregnancy resource centers all over the nation to provide them with powerful tools and training so they can more effectively reach and serve abortion-minded expectant mothers. Through partnering with PRC's we are better able to reach women in need who may be pregnant.
Mission statement
Our mission at Save the Storks is to reimagine the pro-life movement.
Save the Storks exists to inspire cultural change by shaping compelling pro-life narratives and empowering strategic partners to serve and value every life.
Statement of faith
Articles
| 12/6/2019 | Preemptive Love Coalition Scrutinized, Large vs. Small Charities, Investigative Journalism, and Religious Liberty |
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Advocacy
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 768 of 913 | 31 of 38 |
| Fund acquisition rating | | 548 of 915 | 21 of 38 |
| Resource allocation rating | | 819 of 915 | 37 of 38 |
| Asset utilization rating | | 587 of 913 | 19 of 38 |
Financial ratios
| Funding ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 8% | 9% | 30% | 18% | 17% | 10% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 7% | 10% | 31% | 17% | 16% | 9% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 97% | 115% | 104% | 92% | 92% | 85% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 7% | 11% | 30% | 17% | 18% | 14% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 3% | -15% | -4% | 8% | 8% | 15% |
| Operating ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 66% | 56% | 69% | 68% | 74% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 88% | 103% | 99% | 87% | 61% |
Program output ratio Program output ratio = Program services / Total revenue | 77% | 59% | 57% | 68% | 60% | 45% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | 12% | -3% | 1% | 13% | 39% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 6% | 35% | -8% | 2% | 25% | 79% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 10% | 22% | 14% | 14% | 13% | 12% |
| Investing ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.31 | 1.66 | 2.21 | 1.49 | 1.39 | 1.07 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.24 | 1.80 | 1.27 | 1.22 | 1.22 | 1.18 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.67 | 2.99 | 2.80 | 1.81 | 1.70 | 1.26 |
| Liquidity ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Current ratio Current ratio = Total current assets / Total current liabilities | 9.09 | 2.19 | 3.03 | 3.42 | 4.87 | 8.58 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.10 | 0.46 | 0.33 | 0.29 | 0.21 | 0.12 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 3.73 | 2.18 | 2.87 | 4.69 | 5.63 | 8.40 |
| Solvency ratios | Sector median | 2019 | 2018 | 2017 | 2016 | 2015 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 18% | 37% | 26% | 24% | 19% | 12% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 6% | 0% | 0% | 2% | 2% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 58% | 38% | 33% | 51% | 58% | 82% |
Financials
| Balance sheet | |||||
| Assets | 2019 | 2018 | 2017 | 2016 | 2015 |
| Cash | $1,691,617 | $1,438,946 | $1,832,494 | $1,781,233 | $1,228,660 |
| Receivables, inventories, prepaids | $787,965 | $520,624 | $315,425 | $142,817 | $139,282 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $2,479,582 | $1,959,570 | $2,147,919 | $1,924,050 | $1,367,942 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $1,535,271 | $295,070 | $195,581 | $184,049 | $173,865 |
| Other long-term assets | $446,045 | $226,715 | $266,475 | $232,510 | $67,175 |
| Total long-term assets | $1,981,316 | $521,785 | $462,056 | $416,559 | $241,040 |
| Total assets | $4,460,898 | $2,481,355 | $2,609,975 | $2,340,609 | $1,608,982 |
| Liabilities | 2019 | 2018 | 2017 | 2016 | 2015 |
| Payables and accrued expenses | $687,060 | $323,981 | $38,168 | $15,933 | $51,909 |
| Other current liabilities | $443,194 | $323,235 | $590,380 | $378,945 | $107,500 |
| Total current liabilities | $1,130,254 | $647,216 | $628,548 | $394,878 | $159,409 |
| Debt | $279,226 | $0 | $0 | $43,827 | $31,234 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $249,095 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $528,321 | $0 | $0 | $43,827 | $31,234 |
| Total liabilities | $1,658,575 | $647,216 | $628,548 | $438,705 | $190,643 |
| Net assets | 2019 | 2018 | 2017 | 2016 | 2015 |
| Without donor restrictions | $469,863 | $517,694 | $544,690 | $704,302 | $497,261 |
| With donor restrictions | $2,332,460 | $1,316,445 | $1,436,737 | $1,197,602 | $921,078 |
| Net assets | $2,802,323 | $1,834,139 | $1,981,427 | $1,901,904 | $1,418,339 |
| Revenues and expenses | |||||
| Revenue | 2019 | 2018 | 2017 | 2016 | 2015 |
| Total contributions | $9,650,290 | $5,529,397 | $3,628,478 | $3,458,360 | $2,432,005 |
| Program service revenue | $55,395 | $158,759 | $148,282 | $153,820 | $261,192 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | ($39,213) | $1,280 | ($8,411) | $2,025 | $1,075 |
| Other revenue | ($1,286,299) | ($361,719) | $166,996 | $130,762 | $150,656 |
| Total other revenue | ($1,270,117) | ($201,680) | $306,867 | $286,607 | $412,923 |
| Total revenue | $8,380,173 | $5,327,717 | $3,935,345 | $3,744,967 | $2,844,928 |
| Expenses | 2019 | 2018 | 2017 | 2016 | 2015 |
| Program services | $4,913,485 | $3,047,279 | $2,671,098 | $2,231,627 | $1,273,404 |
| Management and general | $1,662,161 | $761,225 | $558,542 | $426,519 | $202,899 |
| Fundraising | $836,343 | $1,670,802 | $659,224 | $603,284 | $249,301 |
| Total expenses | $7,411,989 | $5,479,306 | $3,888,864 | $3,261,430 | $1,725,604 |
| Change in net assets | 2019 | 2018 | 2017 | 2016 | 2015 |
| Surplus (deficit) | $968,184 | ($151,589) | $46,481 | $483,537 | $1,119,324 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $968,184 | ($151,589) | $46,481 | $483,537 | $1,119,324 |
Compensation
| Name | Title | Compensation |
| Joseph Baker | CEO (part year) | $281,735 |
| Paul Isaacs | President | $149,722 |
| Thomas Kim | COO and Interim CEO | $129,553 |
| Dianne Ferraro | Chief Communications Officer | $125,970 |
| John McCain | CFO (part year) | $112,517 |
| John Gore | CFO | $105,863 |
| Ann Baker Co-Founder | Secretary/Payroll (part year) | $60,529 |
| Rob Smith | Treasurer/Consultant | $60,000 |
| Herb McCarthy | Chairman/Consultant | $34,000 |
Compensation data as of: 12/31/2019
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 6/29/2021. To update the information below, please email: info@ministrywatch.com
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.