Richmond Eldercare Coalition
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 563,627 | 523,409 | 40,218 | 9.2 | 51% |
| 2013 | 562,912 | 526,943 | 35,969 | 9.9 | 50% |
| 2014 | 538,804 | 554,719 | −15,915 | 9.1 | 48% |
| 2015 | 508,016 | 554,972 | −46,956 | 8.1 | 49% |
| 2016 | 589,883 | 562,654 | 27,229 | 8.5 | 48% |
| 2017 | 579,794 | 570,737 | 9,057 | 8.6 | 50% |
| 2018 | 552,330 | 575,188 | −22,858 | 8.1 | 49% |
| 2019 | 635,228 | 609,184 | 26,044 | 8.1 | 50% |
| 2020 | 709,721 | 647,012 | 62,709 | 8.8 | 52% |
| 2021 | 571,482 | 655,144 | −83,662 | 7.2 | 53% |
| 2022 | 776,830 | 687,502 | 89,328 | 8.4 | 55% |
| 2023 | 722,602 | 753,523 | −30,921 | 7.2 | 56% |
| 2024 | 741,949 | 789,400 | −47,451 | 6.1 | 55% |
In its most recent public year (2024), this organization spent $47,451 more than it brought in. Its reserves stood at about 6.1 months of spending, down from 9.2 in 2012. Staff pay was 55% of spending.
Reserve months = net assets ÷ average monthly spending; net assets count everything the organization owns beyond its debts — buildings and donor-restricted funds included, not just cash. Staff pay = salaries, wages, and officer compensation; it excludes benefits and payroll taxes. The IRS releases this data years after the fact — this organization's newest public year is 2024. Years refer to the calendar year in which the organization's fiscal year ended. Short-form filers do not publicly report donor-restricted balances or staffing costs. Source filings
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