The Rebuilding Alliance
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 232,130 | 150,133 | 81,997 | 4.5 | 47% |
| 2012 | 174,846 | 243,617 | −68,771 | -0.6 | — |
| 2013 | 172,120 | 126,831 | 45,289 | 3.1 | 50% |
| 2014 | 267,661 | 223,970 | 43,691 | 4.1 | 45% |
| 2015 | 400,624 | 385,691 | 14,933 | 2.9 | 26% |
| 2016 | 266,705 | 315,379 | −48,674 | 1.6 | 35% |
| 2017 | 376,227 | 399,478 | −23,251 | 0.6 | 27% |
| 2018 | 474,136 | 478,469 | −4,333 | 1.2 | 34% |
| 2019 | 434,601 | 513,793 | −79,192 | -0.7 | 25% |
| 2020 | 507,733 | 471,874 | 35,859 | 0.9 | 21% |
| 2021 | 960,951 | 849,062 | 111,889 | 1.4 | 16% |
| 2022 | 739,239 | 1,064,110 | −324,871 | -2.5 | 16% |
| 2023 | 825,817 | 902,818 | −77,001 | -2.7 | 20% |
In its most recent public year (2023), this organization spent $77,001 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-2.7 months), down from 4.5 in 2011. Staff pay was 20% 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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