Alliance For Care At The End Oflife
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,094,410 | 1,010,739 | 83,671 | 2.8 | 28% |
| 2012 | 1,540,076 | 1,369,074 | 171,002 | 3.5 | 26% |
| 2013 | 1,379,615 | 1,369,840 | 9,775 | 3.6 | 28% |
| 2014 | 1,343,419 | 1,623,051 | −279,632 | 1.0 | 25% |
| 2015 | 1,404,750 | 1,382,444 | 22,306 | 1.4 | 29% |
| 2016 | 1,102,415 | 1,089,454 | 12,961 | 1.9 | 31% |
| 2017 | 1,268,343 | 1,262,648 | 5,695 | 1.7 | 37% |
| 2018 | 1,512,577 | 1,491,987 | 20,590 | 1.6 | 37% |
| 2019 | 1,421,431 | 1,534,649 | −113,218 | 0.6 | 31% |
| 2020 | 1,494,066 | 1,096,898 | 397,168 | 5.2 | 52% |
| 2021 | 1,330,283 | 1,204,238 | 126,045 | 6.0 | 45% |
| 2022 | 1,269,227 | 1,112,526 | 156,701 | 8.2 | 43% |
| 2023 | 1,152,523 | 1,134,470 | 18,053 | 8.2 | 29% |
In its most recent public year (2023), this organization brought in $18,053 more than it spent. Its reserves stood at about 8.2 months of spending, up from 2.8 in 2011. Staff pay was 29% of spending.
Reserve months = net assets ÷ average monthly spending; net assets count everything the organization owns beyond its debts — buildings and donor-restricted funds included, not just cash. Staff pay = salaries, wages, and officer compensation; it excludes benefits and payroll taxes. The IRS releases this data years after the fact — this organization's newest public year is 2023. Years refer to the calendar year in which the organization's fiscal year ended. Short-form filers do not publicly report donor-restricted balances or staffing costs. Source filings
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