South Carolina Afterschool Alliance
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 409,306 | 316,484 | 92,822 | -0.3 | 59% |
| 2011 | 274,539 | 245,685 | 28,854 | 1.1 | 37% |
| 2012 | 508,598 | 426,032 | 82,566 | 2.8 | 32% |
| 2013 | 160,338 | 220,711 | −60,373 | 2.2 | 51% |
| 2014 | 413,597 | 430,068 | −16,471 | 0.7 | 28% |
| 2015 | 1,071,852 | 954,837 | 117,015 | 1.8 | 16% |
| 2016 | 258,481 | 362,624 | −104,143 | 1.2 | 49% |
| 2017 | 365,291 | 261,666 | 103,625 | 6.4 | 47% |
| 2018 | 248,297 | 269,089 | −20,792 | 5.3 | 42% |
| 2019 | 365,261 | 348,825 | 16,436 | 4.7 | 41% |
| 2020 | 799,146 | 440,480 | 358,666 | 13.5 | 39% |
| 2021 | 132,283 | 559,935 | −427,652 | 1.4 | 34% |
| 2022 | 5,012,084 | 4,076,160 | 935,924 | 3.0 | 7% |
In its most recent public year (2022), this organization brought in $935,924 more than it spent. Its reserves stood at about 3 months of spending, up from -0.3 in 2010. Staff pay was 7% of spending. $1,002,406 of its net assets are donor-restricted.
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 2022. 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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