Ally Coalition Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 60,579 | 59,770 | 809 | 0.2 | 0% |
| 2013 | 388,891 | 216,191 | 172,700 | 9.6 | 4% |
| 2014 | 284,495 | 310,424 | −25,929 | 5.7 | 37% |
| 2015 | 144,220 | 229,727 | −85,507 | 3.2 | 52% |
| 2016 | 208,699 | 225,503 | −16,804 | 2.4 | 50% |
| 2017 | 164,155 | 170,495 | −6,340 | 2.7 | 48% |
| 2018 | 423,474 | 332,834 | 90,640 | 4.7 | 24% |
| 2019 | 450,788 | 314,011 | 136,777 | 10.2 | 28% |
| 2020 | 180,161 | 314,842 | −134,681 | 5.0 | 38% |
| 2021 | 717,410 | 382,879 | 334,531 | 14.6 | 38% |
| 2022 | 419,283 | 446,877 | −27,594 | 11.8 | 45% |
| 2023 | 972,714 | 749,172 | 223,542 | 10.6 | 29% |
In its most recent public year (2023), this organization brought in $223,542 more than it spent. Its reserves stood at about 10.6 months of spending, up from 0.2 in 2012. 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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