Child Bridge 
The information on this page was last updated 1/29/2026. If you see errors or omissions, please email: [email protected]
Summary
We are in a beautiful fight against the dark warfare on the lives of children.
Contact information
Mailing address:
Child Bridge
P.O. Box 310
Bigfork, MT 59911
Website: childbridgemontana.org
Phone: 406-837-2247
Email: [email protected]
Organization details
EIN: 273382066
CEO/President: Eric Basye
Chairman: Tony George
Board size: 7
Founder: Mary & Steve Bryan
Ruling year: 2010
Tax deductible: Yes
Fiscal year end: 12/31
Member of ECFA: Yes
Member of ECFA since: 2019
Purpose
God charged us with finding those Christians, families to care for vulnerable children who have suffered abuse and neglect. And with one of the nation's highest rates of children in foster care per capita, we knew we had to begin right here in Montana. So, with a singular focus of finding a family for every child, we launched the mission of Child Bridge.
Mission statement
Child Bridge finds and equips foster and adoptive families for children who have suffered abuse and neglect.
Statement of faith
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Adoption/Foster Care
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 1286 of 1435 | 49 of 58 |
| Fund acquisition rating | | 1294 of 1435 | 51 of 58 |
| Resource allocation rating | | 1137 of 1435 | 50 of 58 |
| Asset utilization rating | | 839 of 1436 | 33 of 58 |
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 10% | 16% | 18% | 18% | 15% | 5% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 16% | 17% | 17% | 15% | 5% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 67% | 99% | 95% | 95% | 99% | 98% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 6% | 21% | 24% | 19% | 20% | 6% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 33% | 1% | 5% | 5% | 1% | 2% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 80% | 68% | 62% | 64% | 71% | 75% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 73% | 71% | 90% | 76% | 81% |
Program output ratio Program output ratio = Program services / Total revenue | 74% | 50% | 44% | 57% | 54% | 61% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | 27% | 29% | 10% | 24% | 19% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 18% | 20% | 7% | 17% | 24% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 12% | 11% | 14% | 17% | 9% | 19% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.73 | 0.46 | 0.44 | 0.54 | 0.52 | 0.99 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.74 | 1.02 | 1.03 | 1.04 | 1.06 | 1.01 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.54 | 0.47 | 0.46 | 0.56 | 0.55 | 1.00 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 13.62 | 18.27 | 17.28 | 49.45 | 72.65 | 381.28 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.05 | 0.06 | 0.02 | 0.01 | 0.00 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.91 | 23.92 | 24.84 | 21.11 | 21.45 | 12.00 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 8% | 8% | 6% | 6% | 0% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 111% | 199% | 207% | 176% | 180% | 101% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $3,374,082 | $724,607 | $2,310,214 | $2,959,206 | $2,167,270 |
| Receivables, inventories, prepaids | $930,405 | $1,202,816 | $521,038 | $823,456 | $79,138 |
| Short-term investments | $3,751,348 | $4,221,073 | $1,815,329 | $543,180 | $476,308 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $8,055,835 | $6,148,496 | $4,646,581 | $4,325,842 | $2,722,716 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $3,802 | $5,144 | $7,783 | $14,520 | $30,962 |
| Other long-term assets | $189,706 | $164,972 | $173,320 | $227,129 | $0 |
| Total long-term assets | $193,508 | $170,116 | $181,103 | $241,649 | $30,962 |
| Total assets | $8,249,343 | $6,318,612 | $4,827,684 | $4,567,491 | $2,753,678 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $167,818 | $123,871 | $91,979 | $59,541 | $7,141 |
| Other current liabilities | $273,051 | $231,964 | $1,980 | $0 | $0 |
| Total current liabilities | $440,869 | $355,835 | $93,959 | $59,541 | $7,141 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $196,454 | $171,421 | $180,063 | $214,469 | $4,549 |
| Total long-term liabilities | $196,454 | $171,421 | $180,063 | $214,469 | $4,549 |
| Total liabilities | $637,323 | $527,256 | $274,022 | $274,010 | $11,690 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $6,870,251 | $4,621,375 | $4,186,757 | $3,563,381 | $2,741,988 |
| With donor restrictions | $741,769 | $1,169,981 | $366,905 | $730,100 | $0 |
| Net assets | $7,612,020 | $5,791,356 | $4,553,662 | $4,293,481 | $2,741,988 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $5,146,773 | $3,754,653 | $2,737,675 | $3,093,650 | $3,310,248 |
| Program service revenue | $0 | $8,182 | $7,682 | $13,001 | $11,600 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $58,494 | $179,054 | $137,877 | $26,218 | $37,760 |
| Other revenue | $263 | $4,210 | $3,305 | $4,451 | $1,608 |
| Total other revenue | $58,757 | $191,446 | $148,864 | $43,670 | $50,968 |
| Total revenue | $5,205,530 | $3,946,099 | $2,886,539 | $3,137,320 | $3,361,216 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $2,606,575 | $1,739,473 | $1,654,127 | $1,697,877 | $2,034,523 |
| Management and general | $402,366 | $386,682 | $445,843 | $220,061 | $508,308 |
| Fundraising | $811,552 | $672,267 | $487,890 | $468,378 | $171,745 |
| Total expenses | $3,820,493 | $2,798,422 | $2,587,860 | $2,386,316 | $2,714,576 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $1,385,037 | $1,147,677 | $298,679 | $751,004 | $646,640 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $1,385,037 | $1,147,677 | $298,679 | $751,004 | $646,640 |
Compensation
| Name | Title | Compensation |
| Eric Basye | Executive Director | $203,753 |
| Dan Minor | Senior Director of Donor R | $162,910 |
| Katie Brien | Director of Administration | $110,711 |
Compensation data as of: 12/31/2025
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 1/29/2026. To update the information below, please email: [email protected]
History
We are in a beautiful fight against the dark warfare on the lives of children.
It started in 2008 with a simple magazine ad that said there are 143 million orphans. That statistic jumped right off the page and stomped on our hearts. It was unfathomable to think that in a world with 2 billion Christians, there could be such a devastating crisis for the children God specifically calls us to defend.
We learned that if just 7% of today's Christians cared for a single orphan, there would be no more orphans. And with that, Child Bridge was born.
God moved in our hearts to become defenders of the defenseless, the abused and neglected. And what better place to start than in Montana-a state known by most people for its breathtaking beauty, but lesser known for the darkness within. With one of the nation's highest per capita rates of children in foster care, we knew our mission to find families to care for these children had to begin right here.
The truth is that there are not enough families to care for these innocent children. We bridge the gap by raising up bold and passionate Christians to do the hard work of caring for the vulnerable in our communities-whether a child's need is a few days, a few months or forever.
Our aim is to inspire a movement of fearless, joyful ambassadors of Christ who fight for children who bear the invisible marks of being unseen, unheard and unwanted. It will be a glorious day when we have an army of these families and can say, "God's people are boldly caring for His children."
We do what we do because we believe every child is a masterpiece worthy of being seen.