Form 990 for tax year 2022

Revenue

Part VIII, the statement of revenue.

• 1e · Government grants (contributions)

  $74,854,360

• 1f · All other contributions, gifts and grants

  $255,875

• 11a · Other revenue: OTHER INCOME

  total $753,848 · related or exempt $753,848

• 11b · Other revenue: OTHER REVENUE OPERATIONS

  total $202,774 · related or exempt $202,774

• 11c · Other revenue: BONUS INCOME

  total $26,062 · related or exempt $26,062

• 11e · Other revenue, total

  $982,684

Functional expenses

Part IX, the statement of functional expenses.

• 7 · Other salaries and wages

  total $4,205,569 · program services $3,995,290 · management and general $210,279

• 9 · Other employee benefits

  total $917,207 · program services $871,347 · management and general $45,860

• 11a · Fees: management

  total $2,989,605 · program services $2,840,125 · management and general $149,480

• 11g · Fees: other

  total $1,857,578 · program services $1,764,699 · management and general $92,879

• 13 · Office expenses

  total $272,216 · program services $258,605 · management and general $13,611

• 16 · Occupancy

  total $3,289,654 · program services $3,125,171 · management and general $164,483

• 19 · Conferences, conventions and meetings

  total $95,226 · program services $90,465 · management and general $4,761

• 22 · Depreciation, depletion and amortization

  total $11,916 · program services $11,320 · management and general $596

• 23 · Insurance

  total $26,815 · program services $25,474 · management and general $1,341

• 24a · Other expenses: PURCHASE SERVICES CONTRAC

  total $28,194,283 · program services $28,194,283

• 24b · Other expenses: OUT OF HOME CARE

  total $19,261,015 · program services $19,261,015

• 24c · Other expenses: OTHER DIRECT EXPENSES

  total $12,484,577 · program services $11,860,348 · management and general $624,229

• 24d · Other expenses: FINANCIAL ASSISTANCE

  total $8,744,014 · program services $8,744,014

• 24e · All other expenses

  total $3,474,620 · program services $3,445,001 · management and general $29,619

Balance sheet

Part X, book values.

• 1 · Cash, non-interest-bearing

  beginning of year $5,664,336 · end of year $1,060,534

• 3 · Pledges and grants receivable

  beginning of year $1,713,733 · end of year $1,314,097

• 9 · Prepaid expenses and deferred charges

  beginning of year $253,614 · end of year $248,009

• 10a · Land, buildings and equipment: cost or other basis

  $1,957,128

• 10b · Land, buildings and equipment: accumulated depreciation

  $1,599,062

• 10c · Land, buildings and equipment, net

  beginning of year $333,797 · end of year $358,066

• 13 · Investments: program-related

  beginning of year $99,664 · end of year $65,685

• 15 · Other assets

  beginning of year $31,922 · end of year $48,954

• 17 · Accounts payable and accrued expenses

  beginning of year $7,837,420 · end of year $9,672,159

• 19 · Deferred revenue

  beginning of year $1,458 · end of year $1,071

• 23 · Secured mortgages and notes payable

  end of year $3,220,000

• 25 · Other liabilities

  beginning of year $3,184,423 · end of year $2,859,726

• 27 · Net assets without donor restrictions

  beginning of year -$2,926,235 · end of year -$12,657,611

The filer's explanations (Part III)

SCHEDULE J, PAGE 1, PART I, LINE 3

EMBRACE FAMILIES, INC., AN AFFILIATED ORGANIZATION, USES THE FOLLOWING PROCESSES TO DETERMINE THE CEO'S COMPENSATION. INDEPENDENT COMPENSATION CONSULTANT EMBRACE FAMILIES UTILIZES THE SERVICES OF A CONSULTANT EVERY 2 3 YEARS TO DO A REVIEW OF OUR COMPENSATION PRACTICES AND UPDATE OUR SALARY GRADE STRUCTURE. THE SALARY GRADE STRUCTURE ESTABLISHES THE MINIMUM, MIDPOINT AND MAX SALARY (SALARY RANGE) OF EACH POSITION IN OUR ORGANIZATION. THIS ALSO APPLIES TO THE CEO OF THE ORGANIZATION. DURING OUR MOST RECENT SALARY GRADE STRUCTURE REVIEW, THE BOARD OF DIRECTORS WAS CONSULTED ABOUT THE PLACEMENT OF THE CEO'S POSITION INTO THE GRADE STRUCTURE AND THE STATUS OF HIS CURRENT SALARY WITHIN IT. IN THE EVENT WE NEEDED TO HIRE A NEW CEO, THIS SALARY GRADE STRUCTURE WOULD BE UTILIZED TO HELP DETERMINE THE STARTING SALARY OF THE INDIVIDUAL HIRED. FOR THE CURRENT CEO, THE SALARY GRADE STRUCTURE IS REVIEWED EACH TIME THERE IS A SALARY ADJUSTMENT TO ENSURE THE NEW SALARY ALIGNS WITH THE SALARY RANGE FOR THE POSITION. APPROVAL BY THE BOARD OF COMPENSATION COMMITTEE THE CEO'S COMPENSATION IS REVIEWED BY THE BOARD OF DIRECTORS PERIODICALLY, INCLUDING ANNUALLY AT THE START OF THE FISCAL YEAR AND AT CONTRACT TERM. THE EXECUTIVE COMMITTEE OF THE BOARD (WHICH IS COMPOSED OF THE BOARD CHAIRS OF EACH OF THE EMBRACE FAMILIES AFFILIATED COMPANIES) REVIEWS THE CEO'S CURRENT SALARY & RECOMMENDS CHANGES. THE FINANCE AND AUDIT COMMITTEE MAY ALSO MAKE RECOMMENDATIONS FOR CHANGES TO THE CEO'S SALARY TO THE EXECUTIVE COMMITTEE. A MOTION TO APPROVE THE CHANGE THEN GOES TO THE EMBRACE FAMILIES INC. BOARD, WHO HAS FINAL APPROVAL.

SCHEDULE J, PART III

ALL COMPENSATION FOR THE CEO, COO, CFO, AND CLO IS PAID THROUGH AN ADMINISTRATIVE SERVICE ORGANIZATION, EMBRACE FAMILIES, INC (A FLORIDA NOT FORPROFIT). THE ADMINISTRATIVE FEE PAID TO NEMBRACE FAMILIES, INC. FOR MANAGEMENT AND ADMINISTRATIVE SERVICES INCLUDES AN ALLOCATED PORTION OF EXECUTIVE SALARIES TO EMBRACE FAMILIES COMMUNITY BASED CARE, INC. WHICH IS BASED ON ANNUAL BOARD RESOLUTION. THE REMAINING PORTION OF THE EXECUTIVE SALARIES IS ALLOCATED TO OTHER AFFILIATED AND NONAFFILIATED ENTITIES.