Corporate & Financial Info
- TAF Corporate Info Document: This document contains our mission and vision, a list of our board of directors and science advisory board members, our EIN (46-1864791), the IRS 501(c)3 approval letter, and a letter of good standing documenting our incorporation (in Delaware).
- TAF 990: These are the official IRS tax filing documents for our non-profit organization
Below is a breakdown of our revenue and expenses between 2012 and 2016:
As you can see in the revenue chart, just over 50% of TAF’s funding comes from folks like you. Our mean donation (average) is $302, and the median donation (the mid-point value when donations are ranked from lowest to highest) and the mode donation (the most common donation value) are both $50. We have received a total of >$160,000 in grants, both unrestricted and specifically applied that constitutes 15% of our revenue. TAF has developed great brain health education and training lectures and courses and these have become a means of both accomplishing our mission of education and engagement, as well as a source of Foundation financial support, netting ~2% of our revenue and growing. We have not hosted many campaigns or fundraisers to this point, however we have been privileged to have a fantastic support base of engaged, creative, and enthusiastic champions that have been willing to run races, play poker, and get muddy to raise funds (Check out both Crowdrise and Everyday Hero), which amounts to a significant 26% of our revenue. Corporate giving and matching has yielded 4% of our revenue. Finally, we are thankful to a few of our “angel” donors – giving ≥ $25K – netting 3% of our historical revenue. To learn how you can help prevent violence and build compassion visit our “Be The Change” page.
Every Cent is Change.
It is important to us that you feel confident financially supporting The Avielle Foundation. As can be seen in the 2016 Form 990 linked above, for every $100 TAF spent in 2016, $87 went to support our program services. Below is the expense chart, a breakdown of our historical expenses from inception through 2016. Since research and education to prevent violence and build compassion are our primary mission goals, this is where we focus virtually all our efforts. Although research and education are equally important to us (two sides of the same coin) research is far more expensive than community engagement and education which explains why research support from TAF represents 23% of our expenses, while community engagement and education represents only 5%. To learn more about what we are supporting check out these pages: Research; Education; and Community. Our Intern Program is really a bridge between research and education and we put a significant amount of time into engaging, teaching, and training youth across America (and sometimes outside the U.S.) and this program accounts for ~1% of our expenses (scholarships, stipends, travel, materials, etc). The Avielle Foundation’s local, Newtown, efforts are bundled within the Spark Program. The Spark Program has put forth significant efforts to provide community educational and emotional development opportunities in the form of free brain health first aid training, gatherings, an after-school program, and scholarships. These local efforts constitute 7% of our expense total. We are always looking for evidence-based and effective ways to grow, educate, engage, and collaborate and therefore program development represents 5% of TAF expenses. Keeping the lights on, paper, chairs, and other operational expenses accounted for 6% of historical expenses. When it comes to payroll we are really only paying the salary of co-founder and CEO, Jeremy Richman and this amounts to 29% of our expenses. To illustrate how Dr. Richman spends his TAF work time, the Payroll wedge has been broken down to: Education-Payroll – 80% of his time has been spent writing, preparing, or presenting educational seminars and classes; Research-Payroll – 20% of his time is committed to studying the science of violence and compassion through publications, visiting with other scientists, seminars, and finding studies that are building bridges between biochemical, behavioral, and public health sciences; and Development-Payroll – 20% of his time is spent building partnerships, collaborating, and building capacity and opportunity. Payroll incurs a tax burden that represents 15% of all historical expenses. Finally, ~9% of of expenses represented money spent to bring in more money through fundraising events.