Hemophilia Council of California
Open access to quality innovative care and choice of treatment for all people with bleeding disorders.
Hemophilia Council of California
EIN: 68-0182998
as of October 2024
as of October 15, 2024
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Confidential Bilingual Hotline
The Hemophilia Council of California seeks to establish an anonymous bilingual consumer Hotline which will provide a professional, impartial and confidential source of basic information and/or referral source to the appropriate chapter or resource capable of providing additional, more detailed assistance; or, to an appropriate avenue for registering a complaint, when appropriate, to community members who may be intimidated by the use of alternative forms of requesting the same information.
Future Leaders
Join us for the Future Leader Program! Each year young men and women ages 14-22 come together from all over California to Sacramento for a unique learning experience. Learn about how California Government works and the programs that support people with bleeding disorders through out the state.
Learn how to tell your story to legislators about living with a bleeding disorder.
Learn how to be an advocate for yourself and others.
Learn about career choices and challenges for people with bleeding disorders.
Meet other young people from across the state who want their voices heard.
The program starts at 6:00 PM Monday, May 13 and ends at 4:00 PM Wednesday, May 15, 2013 in Sacramento, California. The Hemophilia Council of California pays for all expenses for travel to and from Sacramento, meals, and accommodations.
Where we work
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
What are the new and creative funding options to pursue in the state?
How do we increase the brand recognition of HCC?
What are the organization's key strategies for making this happen?
After 20 years how can we reinforce and fortify this role/legacy?
How can we effectively recruit and develop greater participation and leadership growth within HCC?
How to support the BD community more effectively
How do we make sure those in the state know we are here to help them?
What are the organization's capabilities for doing this?
Strong Advocacy work and passed our Standards Bill
What have they accomplished so far and what's next?
Continuing to develop long term plans and hiring a consultant for more input.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
3.52
Months of cash in 2023 info
12.3
Fringe rate in 2023 info
19%
Funding sources info
Assets & liabilities info
Financial data
Hemophilia Council of California
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Hemophilia Council of California
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
This snapshot of Hemophilia Council of California’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
Profitability info | 2018 | 2019 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $31,927 | $30,525 | $42,569 | -$151,194 | -$11,546 |
As % of expenses | 14.5% | 13.3% | 17.5% | -43.4% | -3.1% |
Unrestricted surplus (deficit) after depreciation | $31,255 | $30,250 | $42,427 | -$151,387 | -$11,807 |
As % of expenses | 14.2% | 13.2% | 17.4% | -43.4% | -3.2% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $237,466 | $270,213 | $254,433 | $256,354 | $333,152 |
Total revenue, % change over prior year | -8.1% | 13.8% | 0.0% | 0.8% | 30.0% |
Program services revenue | 94.2% | 93.6% | 94.2% | 93.1% | 2.3% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.1% | 0.1% | 0.1% | 3.4% | 1.7% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 5.6% | 6.3% | 5.8% | 3.5% | 96.1% |
Other revenue | 0.1% | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $219,478 | $229,356 | $243,374 | $348,476 | $368,349 |
Total expenses, % change over prior year | 7.8% | 4.5% | 0.0% | 43.2% | 5.7% |
Personnel | 48.0% | 48.0% | 60.5% | 46.0% | 45.9% |
Professional fees | 26.8% | 25.9% | 28.6% | 34.0% | 32.8% |
Occupancy | 2.0% | 1.7% | 1.6% | 1.1% | 1.1% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 23.1% | 24.3% | 9.3% | 18.9% | 20.2% |
Full cost components (estimated) info | 2018 | 2019 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $220,150 | $229,631 | $243,516 | $348,669 | $368,610 |
One month of savings | $18,290 | $19,113 | $20,281 | $29,040 | $30,696 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $1,093 | $0 |
Total full costs (estimated) | $238,440 | $248,744 | $263,797 | $378,802 | $399,306 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 19.4 | 18.8 | 22.2 | 11.5 | 12.3 |
Months of cash and investments | 19.4 | 18.8 | 22.2 | 11.5 | 12.3 |
Months of estimated liquid unrestricted net assets | 19.5 | 20.3 | 21.4 | 9.7 | 8.8 |
Balance sheet composition info | 2018 | 2019 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $354,328 | $359,277 | $449,240 | $334,924 | $376,843 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $26,500 | $36,275 | $0 | $0 | $0 |
Gross land, buildings, equipment (LBE) | $1,377 | $1,377 | $1,377 | $2,470 | $2,470 |
Accumulated depreciation (as a % of LBE) | 42.0% | 62.0% | 90.8% | 58.5% | 69.0% |
Liabilities (as a % of assets) | 6.2% | 2.4% | 3.5% | 15.9% | 28.3% |
Unrestricted net assets | $0 | $0 | $434,225 | $282,838 | $271,031 |
Temporarily restricted net assets | $0 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
Total net assets | $358,282 | $388,532 | $434,225 | $282,838 | $271,031 |
Key data checks
Key data checks info | 2018 | 2019 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Lynne Kinst
Lynne Kinst was the Executive Director of Central California Hemophilia Foundation (CCHF) from July 2017 until December 2019. Previously she worked for California State Board of Equalization Board Members George Runner and Diane Harkey, and the Taxpayer’s Rights Advocate. In addition, Lynne spent eight years as director of administration with a non-profit organization now known as Capitol Commission. Prior to working at the non-profit she had four years of political experience working for state elected officials in a variety of capacities.
Lynne attended the University of California, Davis earning a bachelor’s degree in political science, with minors in human development and religious studies. Her father, Jim Carey, was an active member of the CCHF Board, serving as treasurer since the chapter’s founding until his death in 1994. Previously, Lynne served on both the CCHF and Hemophilia Council of California Boards of Directors. Lynne is herself a carrier of Hemophilia.
Number of employees
Source: IRS Form 990
Hemophilia Council of California
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Hemophilia Council of California
Board of directorsas of 06/15/2023
Board of directors data
Mr. Michael Bradley
none
Term: 2017 - 2021
Michelle Gilmore
Paul Clement
Renatto Medranda
Raeann Purnell
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
No data
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.