Community Touch Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 232,810 | 246,026 | −13,216 | 2.0 | 48% |
| 2012 | 394,815 | 397,618 | −2,803 | 1.2 | 28% |
| 2013 | 407,780 | 409,123 | −1,343 | 1.1 | 9% |
| 2014 | 370,400 | 366,467 | 3,933 | 1.3 | 39% |
| 2015 | 428,203 | 420,945 | 7,258 | 1.4 | 28% |
| 2016 | 449,761 | 428,707 | 21,054 | 1.9 | 39% |
| 2017 | 478,292 | 432,417 | 45,875 | 3.2 | 34% |
| 2018 | 390,138 | 442,982 | −52,844 | 1.7 | 32% |
| 2019 | 377,380 | 364,325 | 13,055 | 2.4 | 32% |
| 2020 | 551,027 | 432,128 | 118,899 | 5.5 | 29% |
| 2021 | 810,401 | 734,041 | 76,360 | 4.3 | 24% |
| 2022 | 1,402,255 | 1,381,927 | 20,328 | 2.5 | 14% |
| 2023 | 874,278 | 886,723 | −12,445 | 2.9 | 26% |
In its most recent public year (2023), this organization spent $12,445 more than it brought in. Its reserves stood at about 2.9 months of spending. Staff pay was 26% 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 2023. 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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