SCHOOLS THAT CAN
Mission Statement
Schools That Can reimagines education through Real-World Learning that closes the opportunity and skills gap. We do that by empowering school leaders to realize a bold vision for success, developing teachers’ skill sets, and engaging students directly in hands-on real-world learning experiences. Schools That Can works to actively improve urban education and ensure all students are prepared for success. Our network of more than 190 schools spans 15 cities and impacts more than 75,000 students. Our regional offices in St. Louis, New York City, Chicago, Newark and Pittsburgh include both full-time and part-time staff dedicated to seeing real change in their regions. Our programs work to empower school leaders, develop teachers and engage students. Each year, we run two national convenings that bring together school leaders to share thoughts and ideas. Regionally, we have professional learning groups that bring together teachers from various schools who use a research-based improvement framework to drive change in their schools. At the K-8 level, we run Maker programs and hands on projects for students to Build Real-World Learning foundations, and at grades 9-12 we are running a regional Career Skills program that prepares students for careers in middle and high-skills industries after graduation. Our programs are introducing students to careers of the future, giving them the opportunity to be makers, creators and designers, and they are equipping students with certificates and tools to obtain middle skill jobs immediately upon graduation. Through our work, Schools That Can is actively closing the opportunity and skills gap in education.
Financial Overview — FY 2025
Compared with Peers
FY 2025| Ratio | This org | Peer median | Position (P10 → P90) | |
|---|---|---|---|---|
|
Program expense ratio
Program expenses / total expenses
· higher is better
|
83.4% | 89.6% |
P10P90
|
Below median |
|
Admin expense ratio
Management and general / total expenses
· lower is better
|
8.0% | 7.5% |
P10P90
|
Below median |
|
Fundraising expense ratio
Fundraising expenses / total expenses
· lower is better
|
8.6% | 0.0% |
P10P90
|
Bottom quarter |
|
Operating reserve
Months of expenses covered by net assets
· higher is better
|
22.5 mo | 9.1 mo |
P10P90
|
Above median |
|
Liabilities to assets
Total liabilities / total assets
· lower is better
|
1.5% | 0.1% |
P10P90
|
Below median |
|
Revenue concentration
Share of revenue from the largest source
· lower is better
|
77.8% | 87.8% |
P10P90
|
Above median |
|
Revenue growth
Year over year revenue growth
|
16.2% | 6.3% |
P10P90
|
|
|
Expense growth
Year over year expense growth
|
-17.1% | 7.6% |
P10P90
|
|
|
Surplus margin
Surplus as a share of revenue
|
4.0% | 3.1% |
P10P90
|
Financial History
| Year | Revenue | Expenses | Net Assets | Program % | Staff |
|---|---|---|---|---|---|
| 2025 | $965K | $926K | $1.7M | 83.4% | 11 |
| 2024 | $831K | $1.1M | $1.7M | 84.6% | 21 |
| 2023 | $1.3M | $1.3M | $2.0M | 80.8% | 15 |
| 2022 | $1.5M | $1.3M | $2.0M | 86.7% | 17 |
| 2021 | $2.0M | $1.6M | N/A | — | 12 |
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