Safe Families for Children 
The information on this page was last updated 2/29/2024. If you see errors or omissions, please email: [email protected]
Summary
Founded in 2003, Safe Families for Children surrounds families in crisis with caring, compassionate community. We are a volunteer-driven nonprofit that provides hope and support to families in our local communities. Located in 70 cities across the United States, United Kingdom, Canada, and beyond, we are motivated by faith to keep children safe and families intact.
In many situations, parents or guardians may be incapable of providing a safe and caring environment for their children, putting them at risk of abuse and neglect. In the past, extended family or neighbors stepped in to help families in crisis by caring for their children for short periods of time.
Today, however, many families are socially isolated, and their extended family is nonexistent, or unavailable or unable to help. Adding to the problem is the fact that most state child welfare agencies are required under law to rescue only those children who suffer blatant abuse or neglect, leaving thousands of children at risk.
Safe Families for Children keeps families together. Research shows that children who grow up in their own families leads to better outcomes in terms of sense of identity, educational attainment, overall stability, and employment.
Contact information
Mailing address:
Safe Families for Children, National Office
4300 W Irving Park Road
Chicago, IL 60641
Website: www.safe-families.org
Phone: 773-653-2200
Email: [email protected]
Organization details
EIN: 453194102
CEO/President: David Anderson
Chairman: John Phillips
Board size: 13
Founder: David Anderson
Ruling year: 2012
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 2009
Purpose
Our goal is to support and strengthen families, prevent child abuse and neglect, and reduce the number of children unnecessarily entering the child welfare system.
Mission statement
Safe Families for Children seeks to bring the church and community together to keep children safe and families together. Safe Families for Children is rooted in faith, fueled by radical hospitality, disruptive generosity, and intentional compassion, to build a network of caring and compassionate volunteers to support families facing social isolation.
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Advocacy
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 148 of 1118 | 6 of 40 |
| Fund acquisition rating | | 171 of 1119 | 3 of 40 |
| Resource allocation rating | | 463 of 1119 | 25 of 40 |
| Asset utilization rating | | 257 of 1118 | 10 of 40 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 9% | 2% | 5% | 5% | 4% | 5% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 7% | 2% | 5% | 5% | 4% | 5% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 95% | 94% | 98% | 98% | 98% | 97% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 7% | 2% | 4% | 5% | 5% | 5% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 5% | 6% | 2% | 2% | 2% | 3% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 81% | 80% | 79% | 83% | 77% | 76% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 90% | 101% | 94% | 79% | 84% |
Program output ratio Program output ratio = Program services / Total revenue | 76% | 72% | 79% | 78% | 60% | 64% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | 10% | -1% | 6% | 21% | 16% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 5% | 29% | -3% | 18% | 71% | 118% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 11% | 18% | 17% | 12% | 18% | 18% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.92 | 2.12 | 2.84 | 1.81 | 1.71 | 3.79 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.38 | 1.00 | 1.01 | 1.02 | 1.03 | 1.12 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.87 | 2.13 | 2.87 | 1.85 | 1.76 | 4.24 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 14.13 | 6.44 | 4.50 | 4.47 | 5.71 | 2.37 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.16 | 0.22 | 0.22 | 0.18 | 0.42 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.67 | 4.76 | 3.25 | 5.05 | 5.64 | 1.64 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 20% | 15% | 22% | 36% | 35% | 38% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 14% | 17% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 77% | 40% | 27% | 35% | 38% | 16% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $3,535,819 | $2,966,205 | $3,711,073 | $2,677,354 | $599,537 |
| Receivables, inventories, prepaids | $1,063,275 | $517,474 | $613,155 | $784,655 | $356,150 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $4,599,094 | $3,483,679 | $4,324,228 | $3,462,009 | $955,687 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $9,738 | $39,389 | $82,999 | $91,185 | $113,350 |
| Other long-term assets | $0 | $0 | $0 | $0 | $0 |
| Total long-term assets | $9,738 | $39,389 | $82,999 | $91,185 | $113,350 |
| Total assets | $4,608,832 | $3,523,068 | $4,407,227 | $3,553,194 | $1,069,037 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $634,110 | $774,646 | $966,490 | $606,590 | $403,161 |
| Other current liabilities | $80,000 | $0 | $0 | $0 | $0 |
| Total current liabilities | $714,110 | $774,646 | $966,490 | $606,590 | $403,161 |
| Debt | $0 | $0 | $619,510 | $619,510 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $0 | $0 | $619,510 | $619,510 | $0 |
| Total liabilities | $714,110 | $774,646 | $1,586,000 | $1,226,100 | $403,161 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $3,516,154 | $2,085,626 | $863,614 | ($899,688) | ($759,111) |
| With donor restrictions | $378,568 | $662,796 | $1,957,613 | $3,226,782 | $1,424,987 |
| Net assets | $3,894,722 | $2,748,422 | $2,821,227 | $2,327,094 | $665,876 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $10,294,818 | $9,727,501 | $8,317,855 | $7,559,689 | $4,685,624 |
| Program service revenue | $633,985 | $196,804 | $160,198 | $172,219 | $161,256 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $10,238 | $0 | $501 | $389 | $132 |
| Other revenue | $0 | $0 | $0 | $9,438 | ($10,793) |
| Total other revenue | $644,223 | $196,804 | $160,699 | $182,046 | $150,595 |
| Total revenue | $10,939,041 | $9,924,305 | $8,478,554 | $7,741,735 | $4,836,219 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $7,845,501 | $7,876,542 | $6,592,218 | $4,655,210 | $3,091,591 |
| Management and general | $1,715,491 | $1,673,219 | $992,690 | $1,106,502 | $738,155 |
| Fundraising | $231,749 | $447,349 | $399,513 | $318,805 | $219,368 |
| Total expenses | $9,792,741 | $9,997,110 | $7,984,421 | $6,080,517 | $4,049,114 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | $1,146,300 | ($72,805) | $494,133 | $1,661,218 | $787,105 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $1,146,300 | ($72,805) | $494,133 | $1,661,218 | $787,105 |
Compensation
| Name | Title | Compensation |
| David Anderson | Executive Director | $166,968 |
| Jeff Isola | Chief Financial Officer | $121,846 |
| Cheri Jimenez | Chief Communications Officer | $107,066 |
| David Lootens | Chief Operating Officer | $93,750 |
Compensation data as of: 6/30/2023
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 2/29/2024. To update the information below, please email: [email protected]
History
"I've spent most of my professional life working with children and families involved in the child welfare system. In 1996, I did my doctoral research on the impact of child abuse on the psychological function of children. I was concerned about the long-lasting trauma children suffer long after their bodies physically recovered. I wondered, "Was there a way to prevent the tragedies of child abuse and neglect? Could the Church be the answer to helping families in crisis stabilize and thrive?"
When the Lord gave me the idea of Safe Families for Children, I knew social isolation to be one of the most signifcant factors contributing to child abuse and neglect. Most parents need this kind of help but few have family and friends to turn to in their moment of crisis.
I remember sending a letter to then Chicago Mayor Richard M. Daley describing the idea of Safe Families and the need for a safety net in Chicago for vulnerable children. Mayor Daley assigned B.J. Walker, who at that time was Director of Human Infrastructure for the City of Chicago, to help us get started.
After receiving the green light from Mayor Daley, he suggested I meet with the Department of Children and Family Services (DCFS) to get their blessing. So in 2003, I met with the DCFS Deputy Director who initially said that it was the best idea he has ever heard! However, he then said it would never work. He said we would be a complete failure. When I asked why his answer troubled me. He said, "Children are not valuable in our society unless their your own or you adopt them. In America, people only look after what they own (their own). Nobody will look after someone else's child without getting paid. We can't even pay people enough money (foster care) to care for someone else's children." He went on to say, "and these are people of faith you mention, they only protest things, they don't do anything proactive."
From those early days of doubts and setbacks, it hasn't always been an easy road. But the Lord has provided all we needed at the moment we needed it. The Lord has continued to bless our efforts as we've overcome various legal hurdles and financial barriers.
When my wife and I started what is now known as Safe Families for Children, we had high hopes. We knew that there had to be a better way to do child welfare. To impact those families in crisis whose children were on the edge of entering foster care and susceptible to abuse or neglect.
Safe Families for Children was born out of the need to keep children safe, keep families intact, and reduce the need for foster care. Today, I'm proud to say our volunteers and staff have been surrounding families in crisis with caring, compassionate community.
Nearly 15 years and over 35,000 hostings later, we are now present in over hundreds of cities across the country and even birthed two sister organizations in the UK and Canada!
Through this movement we're enabling the Church to return to its historic role of caring for the orphan and the widow. Now churches of all sizes play roles in providing for the less fortunate families in their communities.
It's an exciting time for Safe Families for Children as we continue to grow and care for the most vulnerable among us, our children. The challenges we face are great, but we are grateful for the privilege to serve our neighbors with the love of Christ!
Thank you for 15 glorious years!"
Dr. Dave Anderson
Founder & Executive Director
Safe Families for Children
Program accomplishments
Since 2003, Safe Families for Children has arranged close to 50,000 hostings in Host Family homes across the United States. The number of hostings are even higher when combined with existing efforts in the United Kingdom and Canada.
On average, a child stays with a Host Family for slightly less than 45 days. Parents are referred for a variety of reasons but mostly because of an unstable living environment or crisis. The majority of children hosted are younger than 6 years of age, and 95% return to their parent or a relative who is in a better position to care for them.
All in all, we've had over 25,000 volunteers directly involved with hosting children, loving on families, meeting needs, and just being present. But no man is an island. This figure doesn't account for the informal volunteers that care for volunteers and families in crisis in a variety of ways. The total volunteer figure could be 2-3x larger when the informal network is considered.
Churches are the backbone of our model. Over our 15 year history we've engaged with nearly 4,600 churches across the US. These centers of faith serve as a pillar to our volunteers and exemplify love in action.
Needs
Your financial gift enables the national and local chapters care for the vulnerable children and families among us. Your gift is tax deductible as allowed by law.