Childhood Cancer Family Alliance Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 451,473 | 449,782 | 1,691 | 10.8 | 59% |
| 2012 | 559,020 | 551,726 | 7,294 | 9.0 | 52% |
| 2013 | 488,116 | 577,450 | −89,334 | 6.7 | 54% |
| 2014 | 737,968 | 612,265 | 125,703 | 8.8 | 52% |
| 2015 | 658,596 | 668,263 | −9,667 | 7.9 | 52% |
| 2016 | 669,094 | 642,717 | 26,377 | 8.7 | 53% |
| 2017 | 652,423 | 692,643 | −40,220 | 7.4 | 54% |
| 2018 | 985,948 | 942,854 | 43,094 | 7.5 | 44% |
| 2019 | 1,154,936 | 1,073,281 | 81,655 | 7.7 | 44% |
| 2020 | 1,168,121 | 1,056,329 | 111,792 | 9.2 | 55% |
| 2021 | 1,806,261 | 1,299,267 | 506,994 | 12.3 | 42% |
| 2022 | 1,859,503 | 1,683,886 | 175,617 | 10.6 | 39% |
| 2023 | 1,893,702 | 1,860,337 | 33,365 | 9.9 | 39% |
In its most recent public year (2023), this organization brought in $33,365 more than it spent. Its reserves stood at about 9.9 months of spending. Staff pay was 39% 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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