Direct Care Alliance

Nonprofit profile at a glance

EIN
260116549
IRS 990 coverage
2012–2012
Forms available
Form 990 2012
Location
New York, NY, USA
Rating confidence
Limited
Sector
Adult, Continuing Education

Official website

Reported finances

Revenue
$611,559
Expenses
$571,177
Assets
$191,372
Liabilities
$55,104

Source: IRS Form 990. Selected filing: tax year 2012. Amounts in USD.

Leadership & pay

12 people listed

Source: IRS Form 990. Selected filing: tax year 2012. Names and roles reflect this filing, not necessarily current officeholders.

Overview

Mission

The Direct Care Alliance is a nationwide and state-based alliance of direct care workers, employers and people of all ages and disabilities who use long-term services, care and supports. We are united to build an empowered and valued professional direct care workforce essential to ensuring high-quality services and a life of dignity, respect, autonomy and opportunity for all to participate in community life.

What it reported doing in 2012

Support for Workers: Voices Institute National Leadership Program. At our intensive, five-day Voices Institute National Leadership seminar, select groups of direct care worker leaders from across the nation hone their leadership and advocacy skills and network with fellow advocates. Participants continue to network and hone their skills through monthly "Champion" calls, where advocacy efforts and issues are discussed. Technical Assistance: The Direct Care Alliance selects up to five state-based groups each year for intensive assistance. The five receive help in developing and executing a plan of action, as well as some funding. Direct Care Alliance staff also provide training and other resources to other groups, helping them develop their fundraising, advocacy, leadership development, organizational development, and communications skils. Advocacy: Direct Care Alliance builds coaltions with other advocacy organizations, researches how to change legal, economic, legislative and regulatory systems in ofer to better support direct care workers, develops a policy agenda and promotes policy issues, and creates opportunities for direct care workers to act as advocates and participate in conversations with policy-makers. The Eldercare Workforce Alliance. DCA Executive Director Leonila Vega is a founding member of this alliance of 25 national organizations, which was formed in response to an Institute of Medicine report on the health care workforce. Its goals include expanding training standards, addressing staff shortages for direct care workers, and advocating for a national minimum wage and benefit standard.

Operating model

Revenue model
Donor-supported. 97% of the money available for current operations came from contributions and gifts.
Distribution model
Cannot be determined from the filing. The filing does not provide enough consistent spending detail to tell whether the nonprofit works directly or through others.

The verdict

- The available evidence is not sufficient to produce an overall rating for this filing. This is not a warning sign.

Rating breakdown

  • Financial Efficiency: NotEnoughData
  • Transparency & Controls: 93
  • Accountability: 100
  • Sustainability: 41
  • Growth: NotEnoughData

Detailed rating inputs

Financial Efficiency

  • Mission deployment rate: Limited
  • Program expense ratio: Limited
  • Fundraising efficiency: Limited

Transparency & Controls

  • Consistency checks: 90.9%; rating input score 91; 8th percentile among comparable filings
  • Pay-setting controls: Limited
  • Foreign activity oversight: Limited
  • Grant itemization coverage: Limited
  • Major donor itemization: Yes; rating input score 100
  • Related-party transparency: Limited

Accountability

  • Independent voting board: 100%; rating input score 100; 64th percentile among comparable filings
  • Governance controls: 8 of 8 controls in place; rating input score 100
    • Conflict-of-interest policy: Pass
    • Whistleblower policy: Pass
    • Document-retention policy: Pass
    • CEO compensation review process: Pass
    • Other executive compensation review process: NotApplicable
    • Form 990 shared with the board: Pass
    • Board meeting minutes documented: Pass
    • Audit committee oversight: Pass
    • Independent financial-statement audit: Pass

Sustainability

  • Operating margin: 6.6%; rating input score 63; 63rd percentile among comparable filings
  • Total-asset coverage ratio: 0.34; rating input score 18; 18th percentile among comparable filings
  • Liabilities to assets ratio: 0.29; rating input score 35; 35th percentile among comparable filings
  • Officer compensation ratio: 16.8%; rating input score 16; 16th percentile among comparable filings

Growth

  • Program expense growth: Limited
  • Revenue growth: Limited
  • Asset growth: Limited

Details

  • Where the money goes: Financial trends and filed revenue, expense, asset, and liability detail
  • Governance: 11 of 11 board members independent · 8 of 8 filing controls reported
  • Programs: 1 filed program accomplishment · $490K in reported program spending
  • Leadership: top reported pay $96K · 12 people listed
  • Consistency: 21 of 22 current checks pass · 1 finding to review
  • Schedules: 4 filed schedules · includes major donors
  • Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.

Key Signals

Signals prioritize questions for review. They are not findings of misconduct.

Grant-readiness screening is separate from the live rating, not a measure of program quality. Review the source records before making a grant decision.

  • High — Sustainability: Total-asset coverage ratio scored 18/100.
  • Moderate — Transparency & Controls: Schedule A contributions reconciliation did not reconcile in the filed values.
  • High — Sustainability: Officer compensation ratio scored 16/100.
  • Moderate — Sustainability: Liabilities to assets ratio scored 35/100.
  • High — Grant Readiness: Automatic revocation: this organization had its federal tax-exempt status automatically revoked.