Liabilities / Assets
78th percentile
Higher debt load relative to assets than 78% of similar nonprofits.
EIN 93-3787225 • 501(c)3 • San Francisco, CA
Profile
Providing safe drinking water services to students in developing countries.
Precomputed percentiles relative to similar nonprofits. These scores are descriptive rather than judgmental.
Liabilities / Assets
78th percentile
Higher debt load relative to assets than 78% of similar nonprofits.
Liabilities / Revenue
32nd percentile
Higher debt load relative to revenue than 32% of similar nonprofits.
Net Margin
59th percentile
Higher net margin than 59% of similar nonprofits.
Top Officer Pay
84th percentile
Higher top officer pay than 84% of similar nonprofits.
Top officer pay equals 3.2% of source-year revenue.
Asset Growth
100th percentile
Faster asset growth than 100% of similar nonprofits.
Revenue Growth
100th percentile
Faster revenue growth than 100% of similar nonprofits.
Assets
Up$1,102,651
Up $1,042,550 (+1735%) from 2023
Liabilities
Up$526,798
Up $336,406 (+177%) from 2023
Net Assets
Up$575,853
Up $706,144 (+542%) from 2023
Revenue
Up$8,232,725
Up $8,132,725 (+8133%) from 2023
Expenses
Up$7,526,582
Up $7,296,291 (+3168%) from 2023
Net Income
Up$706,143
Up $836,434 (+642%) from 2023
Most recent year
2024 • Form 990Facts available. Structured filing facts are available, but richer extracted sections are limited.
| Balance Sheet | Operations | |||||
|---|---|---|---|---|---|---|
| Year | Assets | Liabilities | Net Assets | Revenue | Expenses | Net Income |
| 2024Facts available. Structured filing facts are available, but richer extracted sections are limited. | $1.10 | $0.53 | $0.58 | $8.23 | $7.53 | $0.71 |
| 2023Detailed filing. Detailed filing data is available for this year. | $0.06 | $0.19 | $0.13 | $0.10 | $0.23 | $0.13 |
Providing safe drinking water services to students in developing countries.
To make safe drinking water available to as many students as possible through scalable and lasting solutions, ensuring every student can learn and thrive with safe water. See schedule o.
| Line | Beginning | End | Change |
|---|---|---|---|
| Assets | |||
| Cash and Non-Interest-Bearing Accounts | $58,776 | $1,090,970 | ▲ $1,032,194 |
| Prepaid Expenses and Deferred Charges | - | $7,616 | - |
| Land, Buildings, and Equipment, Net | $1,325 | $4,065 | ▲ $2,740 |
| Total Assets | $60,101 | $1,102,651 | ▲ $1,042,550 |
| Liabilities | |||
| Accounts Payable and Accrued Expenses | $179,107 | $526,798 | ▲ $347,691 |
| Other Liabilities | $11,284 | - | - |
| Total Liabilities | $190,391 | $526,798 | ▲ $336,407 |
| Net Assets / Fund Balance | |||
| Net Assets Without Donor Restrictions | $-130,290 | $575,853 | ▲ $706,143 |
| Total Net Assets Fund Balance | $-130,290 | $575,853 | ▲ $706,143 |
| Total Liabilities and Net Assets / Fund Balance | $60,101 | $1,102,651 | ▲ $1,042,550 |
| Asset | Book Value | Depreciation | Basis |
|---|---|---|---|
| Equipment | $4,065 | $671 | $4,736 |
| Name | Title | Full / Part Time | Base | Other | Total |
|---|---|---|---|---|---|
| Evan Haigler | CEO & Board | FT | $251,567 | $10,063 | $261,630 |
| Evan Haigler | CEO & Board Chair | - | $251,567 | $55,564 | $261,630 |
| Timothy Neville | CSO & Board | FT | $227,518 | $9,101 | $236,619 |
| Timothy Neville | CSO & Board Secret | - | $227,518 | $31,856 | $236,619 |
| Mark W Huelsenbeck | COO | FT | $158,262 | $7,222 | $210,985 |
| Jacob B Strickler | Director Peo | FT | $148,529 | $5,861 | $154,390 |
| Jacob B Strickler | Director People Oper | - | $125,774 | $5,861 | $154,390 |
| Name | Title |
|---|---|
| Gary Hosang | Board Treasu |
| Line Item | Amount |
|---|---|
| Grants and Similar Amounts Paid | $3,974,602 |
| Other Expenses | $2,346,984 |
| Salaries, Compensation, and Employee Benefits | $1,204,996 |
| Total Fundraising Expense | $240,558 |
| Professional Fundraising Fees | $0 |
| Line Item | Program | Management | Fundraising | Total |
|---|---|---|---|---|
| Foreign Grants | $3,974,602 | - | - | $3,974,602 |
| Fees for Services Other | $2,205,416 | $50,901 | $364 | $2,256,681 |
| Other Salaries and Wages | $353,291 | $478,085 | $211,312 | $1,042,688 |
| Payroll Taxes | $25,260 | $28,098 | $16,655 | $70,013 |
| Other Employee Benefits | - | $51,888 | $4,827 | $56,715 |
| Fees for Services Legal | - | $46,304 | - | $46,304 |
| Pension Plan Contributions | - | $32,515 | $3,065 | $35,580 |
| Information Technology | $162 | $28,063 | $625 | $28,850 |
| Fees for Services Accounting | - | $8,754 | - | $8,754 |
| Advertising | - | - | $3,710 | $3,710 |
| Insurance | - | $2,060 | - | $2,060 |
| Depreciation Depletion | - | $625 | - | $625 |
| Total Functional Expenses | $6,558,731 | $727,293 | $240,558 | $7,526,582 |
| Region | Activity | Services | Offices | Employees | Spending |
|---|---|---|---|---|---|
| Sub-sarahan Africa | Program Services | Water Treatment Syst | 3 | 875 | $6,558,731 |
| Line Item | Amount |
|---|---|
| Professional Fundraising Fees | $0 |
“Chief executive officer will send the draft of tax return to the board of directors for final approval before filing with irs.”
“The conflict of interest policy is reviewed by the board of directors annually with an annual statement is approved by all board members.”
“Compensation review process: the board of directors follows a documented process for determining the compensation of the chief executive officer, and other key officers in accordance with the foundations bylaws and irs section 4958 regulations. Compensation is reviewed and approved by disinterested directors who have no financial interest in the arrangements. The reviewing director(s) rely on comparability data prepared by independent counsel (adler & colvin, january 2024) including salary survey data for comparable nonprofit organizations by size, geography, and mission area.”
“For the ceo and chief strategy officer (cso), the board obtained and reviewed written comparability data, documented the basis for approval, and formally adopted resolutions confirming that the compensation is reasonable and in the best interest of the foundation. All deliberations and approvals are contemporaneously documented in a unanimous written consent of the board, which establishes the rebuttable presumption of reasonableness under irs section 4958. This process is repeated upon hiring, contract renewal, or modification of compensation, and the board will continue to review and approve any future adjustments to ensure compensation remains just and reasonable.”
“Organization's governing documents, conflict of interest policy, and financial statements are available for inspection upon request.”
“Our mission is to make safe drinking water available to as many students as possible through scalable and lasting solutions. We are working towards a future where every student can learn and thrive with clean water in their school. Impact waters safe drinking water systems are designed to treat drinking water for schools in any settingurban or rural, with or without electricity or piped water. Using adaptable, point-of-use water treatment systems tailored to each schools needs, we provide effective, low-cost treatment options that can scale to serve millions of students, creating healthier learning environments. Brief description of impact water's history, accomplishments and activities impact water was founded in 2014 by social entrepreneurs responding to a critical gap in uganda's education sector: unsafe drinking water. While most schools had access to water and proven treatment technologies existed, market failures prevented these solutions from reaching schools with limited resources. The result: millions of students drinking contaminated water daily, causing repeated illnesses that undermine their health and education. Model development and early validation (2014 to 2017): our initial approach involved selling multi-stage uv treatment systems to schools on 2-year credit terms, subsidized through carbon credits . To derisk the credit model, we partnered with kiva's crowdfunding platform, which enabled schools to access interest-free loans. Individual lenders on kiva funded school water systems within 1 to 3 days, demonstrating strong global support for the mission. This partnership proved transformative: kiva progressively increased our credit line based on our strong repayment performance (95%+ rates) and audit results. Our innovative approach attracted support from yunus social business, which provided critical debt investment and later helped design a novel social impact bond with rockefeller foundation and ubs optimus foundation. By 2017, we had successfully installed and maintained systems in over 1,000 ugandan schools, validating both the operational model and the viability of innovative financing for school safe water solutions. Geographic expansion and innovation (2017 to 2019): based on proven success, we expanded to nigeria and kenya in 2017 while simultaneously innovating the model. We introduced low-cost chlorine systems fully subsidized through carbon finance. This breakthrough enabled rapid scaling. By 2019, we had installed systems in nearly 30,000 schools across nigeria and kenya. Consolidation and accelerated growth (2020 to 2024): the covid-19 pandemic and carbon market volatility forced a strategic pause (2020 to 2022), during which we strengthened operations and refined our strategy. We emerged stronger, having raised new debt. In 2023, we resumed expansion with 10,000+ new installations and in 2024, we accelerated growth with 20,000+ new installations. Model today impact water operates through a six-step approach that ensures sustainable delivery and adoption of safe drinking water solutions at schools. 1. We begin by securing mous and letters of support from national and local education offices 2. This is followed by in-person visits to local education offices to obtain complete lists of public schools requiring water treatment solutions. Our goal is always comprehensive coverage of all public schools within each administrative area. 3. We then qualify schools through direct communication to confirm their need and evaluate water infrastructure 4. After qualification, we deliver appropriate point-of-use water treatment systems. 5. For schools qualified for chlorine tablets and 100 litre tanks, distribution occurs at local education offices with schools collecting systems at their own cost, while inline and uv systems require trained technician installation at school sites. 6. Integral to our model's success are bi-annual school visits by trained impact water field agents who train teachers and educate”
“Bank service fees 0 560 30 cogs - sdws 1,383,429 0 0 cogs - sdws 647,808 0 0 cogs - sdws 83,232 0 0 international travel& lodging 0 14,195 334 international travel& lodging 3,353 0 0 international travel& lodging 7,678 0 0 international trave& lodging 744 0 0 meals 0 773 0 meals 1,243 0 0 payroll fees 0 1,632 0 professional fees 0 5,047 0 professional fees 24,409 0 0 professional fees 24,409 0 0 professional fees 5,424 0 0 rent 0 21,675 0 supplies 0 7,019 0 supplies 9,925 0 0 supplies 9,984 0 0 supplies 3,778 0 0 total 2,205,416 50,901 364”
This appendix keeps the raw XML leaves available for debugging and edge-case review. The human report above is the primary experience.
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| IRS990/Desc | 0 | IMPACT WATER NIGERIA OPERATES THE LARGEST COUNTRY PROGRAM, SERVING 14.7 MILLION STUDENTS ACROSS 38,855 SCHOOLS IN 27 STATES THROUGH CHLORINE TABLET SYSTEMS AND INLINE CHLORINATION. OUR NIGERIA PROGRAM DEMONSTRATED REMARKABLE EXPANSION IN 2024, INSTALLING WATER TREATMENT SYSTEMS IN 21,065 SCHOOLS ACROSS 12 NEW STATES WHILE UPGRADING NEARLY 7,000 EXISTING SCHOOLS TO IMPROVED INLINE CHLORINATORS. THE PROGRAM MAINTAINED CONSISTENT FIELD OPERATIONS ACROSS ALL STATES DESPITE SIGNIFICANT SECURITY CHALLENGES IN NORTHERN REGIONS INCLUDING KATSINA, KADUNA, GOMBE, AND NIGER STATES, WHERE FEW INTERNATIONAL ORGANIZATIONS OPERATE. OUR ABILITY TO SUSTAIN SERVICES ACROSS 27 STATES DEMONSTRATES COMMITMENT TO REACHING LAST-MILE COMMUNITIES WHERE THE NEED FOR SAFE WATER INTERVENTIONS IS GREATEST. |
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| IRS990/ProgSrvcAccomActy2Grp/Desc | 0 | IMPACT WATER KENYA PROGRAM SERVES 7.7 MILLION STUDENTS IN 19,019 SCHOOLS WITH CHLORINE TABLET SYSTEMS. THIS IS NEARLY 80% OF THE PUBLIC SCHOOLS IN KENYA. FOLLOWING EXPANSION TO NEARLY 10,000 SCHOOLS IN 2023, KENYA OPERATIONS FOCUSED ON PROGRAM CONSOLIDATION AND QUALITY IMPROVEMENT IN 2024. WE IMPLEMENTED TWO CRITICAL INITIATIVES: ENHANCING FIELD AGENT EDUCATION VISITS AND ENGAGING LOCAL EDUCATION OFFICIALS IN BEHAVIOR CHANGE CAMPAIGNS. ADDITIONALLY, WE CONDUCTED PILOT EVALUATIONS COMPARING THE IMPACT OF VISIT FREQUENCIES ON USAGE AND DETERMINED THAT TWO ANNUAL VISITS WITH CONSISTENT LONG-TERM ENGAGEMENT PRODUCES OPTIMAL RESULTS |
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| IRS990/ProgSrvcAccomActy3Grp/Desc | 0 | IMPACT WATER UGANDA SERVES 2.2 MILLION STUDENTS ACROSS 2,937 SCHOOLS IN 111 DISTRICTS, PRIMARILY USING MULTI-STAGE ULTRAVIOLET PURIFICATION SYSTEMS SUITED FOR SCHOOLS WITH RELIABLE ELECTRICITY AND DEVELOPED INFRASTRUCTURE. UGANDA OPERATIONS INSTALLED UV SYSTEMS IN 992 ADDITIONAL PUBLIC SCHOOLS IN 2024 WHILE CONDUCTING 2,500 REGULAR MAINTENANCE VISITS TO ENSURE OPTIMAL SYSTEM PERFORMANCE. WE ALSO CONDUCTED RESUPPLY VISITS TO 242 CHLORINE TABLET SCHOOLS. |
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| IRS990ScheduleL/SupplementalInformationDetail/ExplanationTxt | 0 | EVAN HAIGLER(CEO & BOARD CHAIR) AND TIMOTHY NEVILLE (CSO & BOARD SECRETARY) COLLECTIVELY HOLD MORE THAN 35% OWNERSHIP IN IMPACT WATER LLC. |
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| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 0 | OUR MISSION IS TO MAKE SAFE DRINKING WATER AVAILABLE TO AS MANY STUDENTS AS POSSIBLE THROUGH SCALABLE AND LASTING SOLUTIONS. WE ARE WORKING TOWARDS A FUTURE WHERE EVERY STUDENT CAN LEARN AND THRIVE WITH CLEAN WATER IN THEIR SCHOOL. IMPACT WATERS SAFE DRINKING WATER SYSTEMS ARE DESIGNED TO TREAT DRINKING WATER FOR SCHOOLS IN ANY SETTINGURBAN OR RURAL, WITH OR WITHOUT ELECTRICITY OR PIPED WATER. USING ADAPTABLE, POINT-OF-USE WATER TREATMENT SYSTEMS TAILORED TO EACH SCHOOLS NEEDS, WE PROVIDE EFFECTIVE, LOW-COST TREATMENT OPTIONS THAT CAN SCALE TO SERVE MILLIONS OF STUDENTS, CREATING HEALTHIER LEARNING ENVIRONMENTS. BRIEF DESCRIPTION OF IMPACT WATER'S HISTORY, ACCOMPLISHMENTS AND ACTIVITIES IMPACT WATER WAS FOUNDED IN 2014 BY SOCIAL ENTREPRENEURS RESPONDING TO A CRITICAL GAP IN UGANDA'S EDUCATION SECTOR: UNSAFE DRINKING WATER. WHILE MOST SCHOOLS HAD ACCESS TO WATER AND PROVEN TREATMENT TECHNOLOGIES EXISTED, MARKET FAILURES PREVENTED THESE SOLUTIONS FROM REACHING SCHOOLS WITH LIMITED RESOURCES. THE RESULT: MILLIONS OF STUDENTS DRINKING CONTAMINATED WATER DAILY, CAUSING REPEATED ILLNESSES THAT UNDERMINE THEIR HEALTH AND EDUCATION. MODEL DEVELOPMENT AND EARLY VALIDATION (2014 TO 2017): OUR INITIAL APPROACH INVOLVED SELLING MULTI-STAGE UV TREATMENT SYSTEMS TO SCHOOLS ON 2-YEAR CREDIT TERMS, SUBSIDIZED THROUGH CARBON CREDITS . TO DERISK THE CREDIT MODEL, WE PARTNERED WITH KIVA'S CROWDFUNDING PLATFORM, WHICH ENABLED SCHOOLS TO ACCESS INTEREST-FREE LOANS. INDIVIDUAL LENDERS ON KIVA FUNDED SCHOOL WATER SYSTEMS WITHIN 1 TO 3 DAYS, DEMONSTRATING STRONG GLOBAL SUPPORT FOR THE MISSION. THIS PARTNERSHIP PROVED TRANSFORMATIVE: KIVA PROGRESSIVELY INCREASED OUR CREDIT LINE BASED ON OUR STRONG REPAYMENT PERFORMANCE (95%+ RATES) AND AUDIT RESULTS. OUR INNOVATIVE APPROACH ATTRACTED SUPPORT FROM YUNUS SOCIAL BUSINESS, WHICH PROVIDED CRITICAL DEBT INVESTMENT AND LATER HELPED DESIGN A NOVEL SOCIAL IMPACT BOND WITH ROCKEFELLER FOUNDATION AND UBS OPTIMUS FOUNDATION. BY 2017, WE HAD SUCCESSFULLY INSTALLED AND MAINTAINED SYSTEMS IN OVER 1,000 UGANDAN SCHOOLS, VALIDATING BOTH THE OPERATIONAL MODEL AND THE VIABILITY OF INNOVATIVE FINANCING FOR SCHOOL SAFE WATER SOLUTIONS. GEOGRAPHIC EXPANSION AND INNOVATION (2017 TO 2019): BASED ON PROVEN SUCCESS, WE EXPANDED TO NIGERIA AND KENYA IN 2017 WHILE SIMULTANEOUSLY INNOVATING THE MODEL. WE INTRODUCED LOW-COST CHLORINE SYSTEMS FULLY SUBSIDIZED THROUGH CARBON FINANCE. THIS BREAKTHROUGH ENABLED RAPID SCALING. BY 2019, WE HAD INSTALLED SYSTEMS IN NEARLY 30,000 SCHOOLS ACROSS NIGERIA AND KENYA. CONSOLIDATION AND ACCELERATED GROWTH (2020 TO 2024): THE COVID-19 PANDEMIC AND CARBON MARKET VOLATILITY FORCED A STRATEGIC PAUSE (2020 TO 2022), DURING WHICH WE STRENGTHENED OPERATIONS AND REFINED OUR STRATEGY. WE EMERGED STRONGER, HAVING RAISED NEW DEBT. IN 2023, WE RESUMED EXPANSION WITH 10,000+ NEW INSTALLATIONS AND IN 2024, WE ACCELERATED GROWTH WITH 20,000+ NEW INSTALLATIONS. MODEL TODAY IMPACT WATER OPERATES THROUGH A SIX-STEP APPROACH THAT ENSURES SUSTAINABLE DELIVERY AND ADOPTION OF SAFE DRINKING WATER SOLUTIONS AT SCHOOLS. 1. WE BEGIN BY SECURING MOUS AND LETTERS OF SUPPORT FROM NATIONAL AND LOCAL EDUCATION OFFICES 2. THIS IS FOLLOWED BY IN-PERSON VISITS TO LOCAL EDUCATION OFFICES TO OBTAIN COMPLETE LISTS OF PUBLIC SCHOOLS REQUIRING WATER TREATMENT SOLUTIONS. OUR GOAL IS ALWAYS COMPREHENSIVE COVERAGE OF ALL PUBLIC SCHOOLS WITHIN EACH ADMINISTRATIVE AREA. 3. WE THEN QUALIFY SCHOOLS THROUGH DIRECT COMMUNICATION TO CONFIRM THEIR NEED AND EVALUATE WATER INFRASTRUCTURE 4. AFTER QUALIFICATION, WE DELIVER APPROPRIATE POINT-OF-USE WATER TREATMENT SYSTEMS. 5. FOR SCHOOLS QUALIFIED FOR CHLORINE TABLETS AND 100 LITRE TANKS, DISTRIBUTION OCCURS AT LOCAL EDUCATION OFFICES WITH SCHOOLS COLLECTING SYSTEMS AT THEIR OWN COST, WHILE INLINE AND UV SYSTEMS REQUIRE TRAINED TECHNICIAN INSTALLATION AT SCHOOL SITES. 6. INTEGRAL TO OUR MODEL'S SUCCESS ARE BI-ANNUAL SCHOOL VISITS BY TRAINED IMPACT WATER FIELD AGENTS WHO TRAIN TEACHERS AND EDUCATE |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 1 | CHIEF EXECUTIVE OFFICER WILL SEND THE DRAFT OF TAX RETURN TO THE BOARD OF DIRECTORS FOR FINAL APPROVAL BEFORE FILING WITH IRS. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 2 | THE CONFLICT OF INTEREST POLICY IS REVIEWED BY THE BOARD OF DIRECTORS ANNUALLY WITH AN ANNUAL STATEMENT IS APPROVED BY ALL BOARD MEMBERS. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 3 | COMPENSATION REVIEW PROCESS: THE BOARD OF DIRECTORS FOLLOWS A DOCUMENTED PROCESS FOR DETERMINING THE COMPENSATION OF THE CHIEF EXECUTIVE OFFICER, AND OTHER KEY OFFICERS IN ACCORDANCE WITH THE FOUNDATIONS BYLAWS AND IRS SECTION 4958 REGULATIONS. COMPENSATION IS REVIEWED AND APPROVED BY DISINTERESTED DIRECTORS WHO HAVE NO FINANCIAL INTEREST IN THE ARRANGEMENTS. THE REVIEWING DIRECTOR(S) RELY ON COMPARABILITY DATA PREPARED BY INDEPENDENT COUNSEL (ADLER & COLVIN, JANUARY 2024) INCLUDING SALARY SURVEY DATA FOR COMPARABLE NONPROFIT ORGANIZATIONS BY SIZE, GEOGRAPHY, AND MISSION AREA. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 4 | FOR THE CEO AND CHIEF STRATEGY OFFICER (CSO), THE BOARD OBTAINED AND REVIEWED WRITTEN COMPARABILITY DATA, DOCUMENTED THE BASIS FOR APPROVAL, AND FORMALLY ADOPTED RESOLUTIONS CONFIRMING THAT THE COMPENSATION IS REASONABLE AND IN THE BEST INTEREST OF THE FOUNDATION. ALL DELIBERATIONS AND APPROVALS ARE CONTEMPORANEOUSLY DOCUMENTED IN A UNANIMOUS WRITTEN CONSENT OF THE BOARD, WHICH ESTABLISHES THE REBUTTABLE PRESUMPTION OF REASONABLENESS UNDER IRS SECTION 4958. THIS PROCESS IS REPEATED UPON HIRING, CONTRACT RENEWAL, OR MODIFICATION OF COMPENSATION, AND THE BOARD WILL CONTINUE TO REVIEW AND APPROVE ANY FUTURE ADJUSTMENTS TO ENSURE COMPENSATION REMAINS JUST AND REASONABLE. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 5 | ORGANIZATION'S GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS ARE AVAILABLE FOR INSPECTION UPON REQUEST. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 6 | BANK SERVICE FEES 0 560 30 COGS - SDWS 1,383,429 0 0 COGS - SDWS 647,808 0 0 COGS - SDWS 83,232 0 0 INTERNATIONAL TRAVEL& LODGING 0 14,195 334 INTERNATIONAL TRAVEL& LODGING 3,353 0 0 INTERNATIONAL TRAVEL& LODGING 7,678 0 0 INTERNATIONAL TRAVE& LODGING 744 0 0 MEALS 0 773 0 MEALS 1,243 0 0 PAYROLL FEES 0 1,632 0 PROFESSIONAL FEES 0 5,047 0 PROFESSIONAL FEES 24,409 0 0 PROFESSIONAL FEES 24,409 0 0 PROFESSIONAL FEES 5,424 0 0 RENT 0 21,675 0 SUPPLIES 0 7,019 0 SUPPLIES 9,925 0 0 SUPPLIES 9,984 0 0 SUPPLIES 3,778 0 0 TOTAL 2,205,416 50,901 364 |
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| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 3 | FORM 990, PAGE 6, PART VI, LINE 15A |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 4 | FORM 990, PAGE 6, PART VI, LINE 15B |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 5 | FORM 990, PAGE 6, PART VI, LINE 19 |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 6 | FORM 990, PART IX, LINE 11G |
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