Totals
- Total revenue
- $15,305,970
- Total expenses
- $15,264,339
- Contributions and grants received
- $14,917,307
- Grants paid
- $3,835,138
- Program service revenue
- $0
- Investment income
- $290,469
- Other revenue
- $98,194
- Total assets, end of year
- $20,656,508
- Total liabilities, end of year
- $9,282,957
- Net assets or fund balances, end of year
- $11,373,551
- Program services expenses (Part IX)
- $13,191,501
- Management and general expenses
- $1,864,125
- Fundraising expenses
- $208,713
- Program service expenses (Part III)
- $13,191,501
Program services were 86.4% of total expenses calculated — Part IX's program-services column over total expenses, both as filed.
Line items
Every line the filer filed in Parts VIII, IX and X, as filed and in filed order. Blank columns are left out, and the lines are not forced to add up to the totals above.
Revenue
Part VIII, the statement of revenue.
-
1c · Fundraising events
$346,364
-
1e · Government grants (contributions)
$13,834,642
-
1f · All other contributions, gifts and grants
$736,301
-
1g · Noncash contributions included above
$28,530
-
3 · Investment income
total $148,957 · excluded $148,957
-
6a · Gross rents
real property $98,194
-
6b · Less rental expenses
real property $0
-
6c · Rental income or loss
real property $98,194
-
6d · Net rental income or loss
total $98,194 · excluded $98,194
-
7a · Gross sales of assets other than inventory
securities $141,512
-
7b · Less cost or other basis and sales expenses
securities $0
-
7c · Gain or loss
securities $141,512
-
7d · Net gain or loss
total $141,512 · excluded $141,512
-
8a · Fundraising events: gross income
$38,179
-
8a · Fundraising events: contributions included on line 1c
$346,364
-
8b · Fundraising events: direct expenses
$38,179
-
8c · Net income from fundraising events
total $0
Functional expenses
Part IX, the statement of functional expenses.
-
2 · Grants to domestic individuals
total $3,835,138 · program services $3,835,138
-
5 · Compensation of officers, directors and key employees
total $468,570 · program services $393,030 · management and general $66,613 · fundraising $8,927
-
7 · Other salaries and wages
total $6,188,240 · program services $5,175,036 · management and general $893,965 · fundraising $119,239
-
8 · Pension plan contributions
total $36,500 · program services $32,200 · management and general $3,740 · fundraising $560
-
9 · Other employee benefits
total $923,605 · program services $814,796 · management and general $94,645 · fundraising $14,164
-
10 · Payroll taxes
total $508,098 · program services $448,239 · management and general $52,067 · fundraising $7,792
-
11c · Fees: accounting
total $115,728 · program services $10,676 · management and general $98,327 · fundraising $6,725
-
11g · Fees: other
total $1,054,199 · program services $738,665 · management and general $309,532 · fundraising $6,002
-
12 · Advertising and promotion
total $3,000 · program services $3,000
-
13 · Office expenses
total $218,292 · program services $186,762 · management and general $29,269 · fundraising $2,261
-
14 · Information technology
total $85,511 · program services $77,543 · management and general $7,741 · fundraising $227
-
16 · Occupancy
total $1,005,791 · program services $866,303 · management and general $124,942 · fundraising $14,546
-
17 · Travel
total $61,683 · program services $59,333 · management and general $1,135 · fundraising $1,215
-
19 · Conferences, conventions and meetings
total $1,060 · program services $258 · management and general $208 · fundraising $594
-
22 · Depreciation, depletion and amortization
total $158,341 · program services $155,540 · management and general $2,801
-
23 · Insurance
total $204,546 · program services $127,487 · management and general $74,038 · fundraising $3,021
-
24a · Other expenses: Recruitment & training
total $123,918 · program services $92,693 · management and general $17,601 · fundraising $13,624
-
24b · Other expenses: Program expenses
total $110,721 · program services $110,721
-
24c · Other expenses: Miscellaneous
total $58,185 · program services $10,666 · management and general $46,386 · fundraising $1,133
-
24d · Other expenses: Dues & subscriptions
total $44,239 · program services $4,278 · management and general $31,587 · fundraising $8,374
-
24e · All other expenses
total $58,974 · program services $49,137 · management and general $9,528 · fundraising $309
Balance sheet
Part X, book values.
-
1 · Cash, non-interest-bearing
beginning of year $1,968,092 · end of year $3,137,694
-
2 · Savings and temporary cash investments
beginning of year $99,985 · end of year $795,341
-
3 · Pledges and grants receivable
beginning of year $243,730 · end of year $144,945
-
4 · Accounts receivable
beginning of year $1,110,293 · end of year $3,569,948
-
9 · Prepaid expenses and deferred charges
beginning of year $100,974 · end of year $173,061
-
10a · Land, buildings and equipment: cost or other basis
$7,605,194
-
10b · Land, buildings and equipment: accumulated depreciation
$4,164,951
-
10c · Land, buildings and equipment, net
beginning of year $3,598,584 · end of year $3,440,243
-
11 · Investments: publicly traded securities
beginning of year $2,896,531 · end of year $4,525,781
-
12 · Investments: other securities
beginning of year $1,713,046 · end of year $2,513,515
-
15 · Other assets
beginning of year $659,429 · end of year $2,355,980
-
17 · Accounts payable and accrued expenses
beginning of year $2,535,955 · end of year $6,235,299
-
25 · Other liabilities
beginning of year $1,290,126 · end of year $3,047,658
-
27 · Net assets without donor restrictions
beginning of year $8,152,331 · end of year $10,821,827
-
28 · Net assets with donor restrictions
beginning of year $412,252 · end of year $551,724
Mission and programs · 2024
Mission
All children need a childhood. Allies for Every Child brings together and strengthens families, cultivating conditions for children to succeed in life. (Continues on Schedule O)
Activities or mission (Part I)
Allies for Every Child prevents & mitigates the impact of childhood trauma.
-
Early Childhood Education Services:Recognized by experts as an effective child abuse and neglect prevention strategy, Allies provides comprehensive, trauma-informed, culturally responsive early education programming focused on social-emotional development, designed to prepare children and their families who face a range of stressors (poverty, child welfare system involvement, special needs and disabilities) for kindergarten and beyond. Research consistently shows that high-quality early education is among the most effective strategies for preventing child abuse and neglect. Allies serves more than 300 children (ages 0-5) every year in nurturing environments at our Early Education Center, through our network of licensed home-based education providers, and in enrolled families' homes, with priority placement for children in foster care and families experiencing homelessness.Allies maintains a low staff-to-child ratio in our inclusive, bilingual classrooms to ensure every child's healthy social-emotional, cognitive, and physical development. Allies' programs are data-driven and designed with the flexibility to be responsive to individual child and family needs, exceeding requirements set by funders and oversight bodies.And because Allies knows parent/caregiver engagement is imperative to children's long-term success, Allies nurtures relationships with families, partnering with them to support their children's healthy development through home visits, parent-teacher conferences, parenting groups, and volunteer opportunities.Children and families enrolled in Allies' Early Education programs also have access to extensive individualized supports, including early childhood mental health services, pediatric health consultations, disability screenings and advocacy, community events, and more.Allies is able to provide this level of quality by strategically layering and combining private dollars and government contracts, including Early Head Start, the California Department of Social Services, and the USDA's Child and Adult Care Food Program.
Expenses $10,041,973 · Grants $3,033,541
-
Comprehensive, Integrated Services:Because every child and family's circumstances are unique, Allies invests in providing an array of vital, multidisciplinary supports tailored to meet the individual needs of children and families across all programs. Because of Allies' extensive experience working with children who have experienced trauma and the knowledge that birth through age five is a crucial window of brain development-Allies' team of social workers and therapists provides infant and early childhood mental health services to hundreds of children and their families each year, helping heal the wounds of childhood trauma and allowing children to build trusting relationships with nurturing adults.Through this integrated early childhood mental health model, Allies provides trauma screenings and mental health services, including dyadic therapy, psychoeducation groups, mental health consultation, and client-centered advocacy. We aim to help caregivers regulate their emotional state so they can form a secure attachment with their child and buffer the impact of trauma.Additionally, Allies provides children and families with semiannual disabilities screenings and year-round advocacy, pediatric health consultations, dental and vision screenings, nutrition education, parenting groups, and more. We work closely with a network of community partner agencies (including Upward Bound House, Safe Place for Youth, Good Shepherd Shelter, Venice Family Clinic, St. Joseph Center, Harvest Home, Claris Health, A Child's Dream, and Miriam's House) to ensure families are connected to stable housing, medical care, and other essential supports.
Expenses $1,889,286 · Grants $703,970
-
Child Welfare Services: Since our inception, Allies' priority population has been and continues to be children who are involved with the child welfare system. Allies' Foster Care and Adoption program-partially funded by LA County Department of Children and Family Services (LA DCFS) and strengthened through the merger with Extraordinary Families - works to break the devastating cycles associated with aging out of foster care without a permanent home, including homelessness, poverty, and incarceration. The merger expanded our permanency services infrastructure, recruitment efforts, and caregiver supports, adding service sites in Koreatown and Long Beach.We seek affirming, nurturing, well-equipped families for children and youth in the foster care system, especially youth who are disproportionately represented, including older children and teens, sibling sets, children of color, and LGBTQ+ youth. Allies recruits, trains, and certifies foster families who are driven by a desire to ensure that every child has the childhood they deserve. Allies' social workers and licensed clinicians provide extensive training and support to equip foster parents with the skills necessary to parent children who have experienced trauma, and to ensure parents are ready to embrace and support the children who need them.Allies is committed to keeping families together whenever possible. Through our Family Preservation program and related child welfare programming, Allies partners with families who have been referred to us by LA DCFS due to substantiated allegations of abuse or neglect, as well as other vulnerable families in the community. Families access a range of services aimed at healing and strengthening relationships to keep children in their birth/first home-when possible and in the child's best interest-and prevent the need for further child welfare system involvement.A recent review by LA DCFS showed that 96% of families who participated in Allies' Family Preservation program did not have repeated engagement with the child welfare system. These outcomes are a result of Allies' multidisciplinary team (overseen by licensed clinicians) addressing issues related to trauma, domestic violence, substance dependence, and parenting through in-home assessments and counseling, child and family mental health services, and intensive case management. Allies also works with families to build protective factors-characteristics proven to reduce the risk of child maltreatment-and offers family activities and community events that provide critical support by reducing social isolation, building resilience, and providing direct and concrete resources that reduce stress.
Expenses $1,260,242 · Grants $97,627
-
Youth and Young Adult Services:For nearly four decades, Allies has championed children and youth of all ages through its foster care and child welfare work, recognizing that the risks of homelessness, poverty, and isolation do not disappear when a young person turns 18. Integrating with Extraordinary Families has deepened this capacity. Allies has also been serving young parents for over 30 years, prioritizing enrollment of teen parents in our early education programs.Unlimited Possibilities for Youth (UP4Youth) is a structured program serving young people who have aged out of or are transitioning from the foster care system. It provides mentorship, coaching, and connections to employment, education, and housing stability, meeting young adults where they are and offering both intensive engagement and lighter-touch support depending on individual need. Prior to the merger, the program had already been built and refined by Extraordinary Families over the years, and it reflects a depth of experience with older youth that aligns directly with Allies' own strategic direction. Together, we are building a true continuum of care-one that follows children and young people not just through early childhood and family crises, but into the adolescent and young adult years when the stakes remain high and consistent support can still change their trajectory.Allies Village:Allies recognizes the severe shortage of housing and services designed specifically for unhoused families, particularly those led by young people who were previously in foster care. Having secured land use entitlements from the City of Los Angeles last fiscal year, Allies Village will be a community of 14 residential units, safe play areas, and green spaces adjacent to Allies' Early Education Center, offering stable housing and comprehensive on-site support, including on-campus early education, mental health care, and life skills coaching, for former foster youth and their young children. Allies is moving forward with project development and capital campaign planning.
As filed on the 2024 return. The filer continues this part on Schedule O, which is not shown here.
Listed in Part VII
-
Martha Swiller
Chairperson
- Total calculated
- $0
- Hours/week
- 2
-
Marianna Fisher
Chairperson Emerita
- Total calculated
- $0
- Hours/week
- 2
-
Michael Green
Secretary
- Total calculated
- $0
- Hours/week
- 2
-
Teresa Fourticq
Treasurer
- Total calculated
- $0
- Hours/week
- 2
-
Lezlie Johnson
Founder
- Total calculated
- $0
- Hours/week
- 2
-
Fenton Bailey
Board Member (start 2/25)
- Total calculated
- $0
- Hours/week
- 2
-
Lorena Barrientos
Board Member
- Total calculated
- $0
- Hours/week
- 2
-
Dawn Bridges
Board Member (start 2/25)
- Total calculated
- $0
- Hours/week
- 2
-
Zoe de Givenchy
Board Member
- Total calculated
- $0
- Hours/week
- 2
-
Maggie Delmas
Board Member
- Total calculated
- $0
- Hours/week
- 2
-
Tracee Jones
Board Member
- Total calculated
- $0
- Hours/week
- 2
-
Asha Joshi
Board Member (start 4/25)
- Total calculated
- $0
- Hours/week
- 2
-
Ann E Kronen
Board Member
- Total calculated
- $0
- Hours/week
- 2
-
Brooke Kaufman Halsband
Board Member (start 2/25)
- Total calculated
- $0
- Hours/week
- 2
-
Nigel Lifsey
Board Member (start 2/25)
- Total calculated
- $0
- Hours/week
- 2
-
Patty Penske
Board Member
- Total calculated
- $0
- Hours/week
- 2
-
Ibiere Seck
Board Member
- Total calculated
- $0
- Hours/week
- 2
-
Jocelyn Tetel
Board Member (start 2/25)
- Total calculated
- $0
- Hours/week
- 2
-
Melissa Wiczyk
Board Member
- Total calculated
- $0
- Hours/week
- 2
-
Heather Carrigan
President & CEO
- Total calculated
- $271,789
- From this org
- $255,527
- From related orgs
- $0
- Other
- $16,262
- Hours/week
- 40
Schedule J breakdown matched by us
- Base
- $255,527
- Bonus
- $0
- Other
- $0
- Deferred
- $5,162
- Nontaxable benefits
- $11,100
- Filer's total
- $271,789
-
Saif Amin
Chief Financial Officer
- Total calculated
- $184,616
- From this org
- $175,220
- From related orgs
- $0
- Other
- $9,396
- Hours/week
- 40
Schedule J breakdown matched by us
- Base
- $175,220
- Bonus
- $0
- Other
- $0
- Deferred
- $0
- Nontaxable benefits
- $9,396
- Filer's total
- $184,616
-
Tivoli Sisko
Chief Operating Officer
- Total calculated
- $214,080
- From this org
- $198,896
- From related orgs
- $0
- Other
- $15,184
- Hours/week
- 40
Schedule J breakdown matched by us
- Base
- $198,896
- Bonus
- $0
- Other
- $0
- Deferred
- $4,084
- Nontaxable benefits
- $11,100
- Filer's total
- $214,080
-
Amina Jones Fields
Chief Impact Officer
- Total calculated
- $148,648
- From this org
- $137,553
- From related orgs
- $0
- Other
- $11,095
- Hours/week
- 40
-
Adriana Molina
Chief Program Officer
- Total calculated
- $125,579
- From this org
- $115,866
- From related orgs
- $0
- Other
- $9,713
- Hours/week
- 40
-
Billiejo LaBriola
Head of Educational Excellence
- Total calculated
- $145,548
- From this org
- $131,753
- From related orgs
- $0
- Other
- $13,795
- Hours/week
- 40
Compensation is as filed in Part VII: reportable pay from this organization and from related organizations, other compensation, and hours per week. The total, marked calculated, is our sum of the three dollar columns, with a blank column counted as $0; the form itself has no total. On a Form 990-EZ the columns are Part IV's instead, and on a Form 990-PF Part VIII's — compensation, contributions to benefit plans, and expense account — and the total sums those. A Schedule J breakdown is as filed: base pay, bonus, other, deferred compensation and nontaxable benefits from this organization, with any from related organizations beside each, and the filer's own total. It is shown with the Part VII listing of the same name on the same return. The form gives no key between the two, so that pairing is ours, and is marked matched by us.
Schedule J
Answered yes
- 3 · Form 990 of other organizations
- 3 · Compensation survey or study
- 3 · Approval by the board or compensation committee
Answered no
- 4a · Severance or change-of-control payment
- 4b · Supplemental nonqualified retirement plan
- 4c · Equity-based compensation arrangement
- 5a · Pay contingent on this organization's revenues
- 5b · Pay contingent on a related organization's revenues
- 6a · Pay contingent on this organization's net earnings
- 6b · Pay contingent on a related organization's net earnings
- 7 · Other non-fixed payments
- 8 · Paid under the initial-contract exception
Part I's answers as filed. A line not listed was left unanswered; on lines 1a and 3 that means the box was not checked.
Grants on this return
No itemized grants to organizations on this return.
Provenance
- Return type
- form_990
- Tax year
- 2024
- Filed
- 13 May 2026
- IRS schema version
- 2024v5.5
- Source object
- 202611339349309801
Check it against the return as filed: the GivingTuesday Data Lake hosts a public copy of the original XML.
The source document this was parsed from is served over the API, which is where bulk and document access live.