Save A Child Incorporated

Save A Child Incorporated (EIN 84-1310961) is a small, family-governed private foundation registered in Erie, Colorado in December 1995, and it is important for grant seekers to understand upfront that the evidence strongly suggests this is not an active outbound grantmaker to unaffiliated nonprofits. Its own IRS filings describe program spending on self-run activities — 'missionary endeavors in other locations where assistance is needed,' the Missionville Family Conference, Save A Child Plaza (food, clothing, and religious teaching for arrivals), and the Starlake Mission serving Native American communities — all of which read as programs the foundation operates directly rather than grants it disburses to outside organizations. The governing board is a tight family circle: Darrell Moore and Judy Bandimere serve as directors and Tommy Moore (with Sam Bandimere also appearing as a director in some filing years) as officer, and all serve entirely without compensation, which is typical of a closely held family foundation rather than an institution built for public grant intake. The organization's current live website, saveachild.org, reinforces this picture: it is branded as an international children's ministry headquartered in Bogotá, Colombia, offering donors and churches ways to give, partner, visit, pray, or access curriculum — there is no grants program, RFP, LOI process, or 'apply for funding' pathway anywhere on the site. For organizations doing due diligence, the realistic read is that Save A Child Incorporated funds its own missionary and children's-ministry infrastructure rather than fielding applications from external nonprofits. Any nonprofit considering outreach should first attempt to confirm current grantmaking intent directly — by phone at (303) 519-8004 or by writing to the listed contact, 'c/o Tom Dale Moore, Pres.,' 4700 County Road 6, Erie, CO 80516 — before investing time preparing a formal proposal, since no public evidence of an accessible external grants process exists as of this research.

Financial data pulled from IRS Form 990 filings (2012-2024) shows a foundation with modest, largely self-directed resources. Total assets have grown steadily from $3.39M (FY2012) to $6.45M (FY2024), but annual revenue is thin and volatile: $49,428 in FY2024 and $49,377 in FY2023, versus one-time spikes to $1.11M in FY2019 (driven by $583,288 in contributions plus a $492,958 asset sale) and $484,396 in FY2021 (an asset-sale year). 'Total giving' — which appears to blend third-party grants with direct program spending — ran $27,837-$68,217 across FY2019-2023, but the more telling figure is grants_paid to outside recipients: $0 in FY2020, FY2021, FY2022, and FY2023, versus $63,150 (FY2019), $56,730 (FY2015), $50,126 (FY2014), $99,155 (FY2013), and $130,606 (FY2012). In other words, external grantmaking has effectively gone to zero over the last four consecutive filing years on record, even as assets kept climbing. The most recent itemized program breakdown (four line items totaling roughly $21,698) splits as: general missionary endeavors $9,825 (45%), Missionville Family Conference $5,845 (27%), Save A Child Plaza $3,767 (17%), and the Starlake Mission to Native Americans $2,261 (10%) — all self-operated, not grants to independent 501(c)(3) grantees. There is no grantee-level data in this dataset (0 recorded grants, no median/range to report) because the organization is not distributing funds through a conventional grants pipeline. Officer compensation has been $0 in every reported year, and net investment income was negligible except for an $876,195 spike in FY2014. Geographically, the entity is domiciled in Erie, CO but its programmatic language (missionary endeavors 'in other locations,' plus the Bogotá-based current website) points to funding flowing toward the foundation's own international ministry sites rather than toward a diversified U.S. nonprofit grantee base.

Save A Child Incorporated sits within a peer set of similarly small, single-state Human Services-coded private foundations, most in the $6.3M-$6.8M asset range, though most peers also show limited public grant infrastructure — a common pattern among small family and legacy foundations.

All six organizations cluster tightly in asset size (within about $500K of each other), which is a useful proxy peer group for benchmarking overhead and payout ratios, but none in this dataset have published websites, grant portals, or disclosed typical grant sizes — reinforcing that this asset tier of foundation (roughly $6-7M) is dominated by low-visibility, closely held entities rather than institutions built for competitive public grant applications. Save A Child stands out even within this group for having a fully public, actively maintained website (saveachild.org), but that site channels visitors toward donating to and volunteering with the foundation's own ministry rather than toward applying for funding, which is the opposite orientation of a typical grant-seeker target.

No foundation-specific news coverage, press releases, or grant announcements for 2025-2026 were located in web search; searches for 'Save A Child Incorporated' are overwhelmingly dominated by the unrelated and much larger international NGO 'Save the Children,' which has its own active 2025-2026 news cycle (Head Start funding increases, a $500M child-malnutrition initiative, Gavi replenishment) that has no connection to this Erie, CO foundation. The most concrete recent signal is structural: the foundation's live website, saveachild.org, currently presents the organization as a Bogotá, Colombia-based children's ministry, running events such as the 'Unidos por los Niños' conference and offering curriculum and training to partner churches — a materially different public presentation than the Colorado-domiciled missionary/conference/Native American ministry programs described in its most recent available 990 filings (through FY2024, filed under EIN 84-1310961). This suggests an operational pivot or expansion toward Latin America that predates or overlaps with the available financial data, though the exact timing of that shift could not be confirmed via public sources. The board has remained stable and family-controlled (Darrell Moore, Judy Bandimere, Tommy Moore, and Sam Bandimere across the years captured in this dataset), with no reported leadership changes, and officer compensation has remained $0 throughout, consistent with a volunteer-run family foundation rather than a professionally staffed grantmaking institution undergoing public growth or transition.

Because no public grants program, RFP, LOI process, portal, or 'how to apply' guidance exists for Save A Child Incorporated — either on saveachild.org or anywhere else in this research — the most important tip for any grant seeker is to independently verify that this organization actually accepts unsolicited applications before investing time. The dataset's 'accepting_applications: true' flag should be treated as unverified against the organization's actual public posture, which points the other way: zero third-party grants paid in FY2020-2023, a board composed entirely of two related families (Moore and Bandimere) serving without pay, and a live website oriented entirely around donating to, volunteering for, or partnering with the foundation's own ministry programs rather than funding outside nonprofits. If a nonprofit still wants to pursue contact, the most direct channel is a phone call to (303) 519-8004 or a letter addressed to 'Tom Dale Moore, Pres.,' 4700 County Road 6, Erie, CO 80516 — asking plainly whether the foundation currently makes grants to organizations outside its own missionary network, and if so, what the process looks like; cold-submitting a full proposal without that confirmation risks wasted effort. Given the foundation's religious/missionary orientation (explicit language about 'bringing the love of Jesus,' church partnerships, and Native American ministry), any outreach is far more likely to land with faith-based, church-affiliated, or missions-focused organizations working in food/clothing relief, children's ministry, or Native American community services than with a secular human-services nonprofit — alignment language should reference shared faith-based mission and community-served populations rather than generic human-services framing. Applicants should also not expect a formal site-visit-to-full-proposal cadence typical of institutional foundations; with $0 officer compensation and no disclosed program staff, any review process (if one exists at all) is almost certainly handled informally by the family board itself, likely on an ad hoc rather than cyclical basis. Given the near-total absence of evidence that this foundation makes competitive grants, organizations seeking Human Services or Colorado-focused funding should treat Save A Child Incorporated as a low-probability, unconfirmed prospect and prioritize direct verification — or pivot toward better-documented peer funders — before drafting a proposal.