Bicycle Coalition Of Greater Philadelphia
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 1,415,755 | 1,073,138 | 342,617 | 6.8 | 50% |
| 2013 | 496,535 | 834,734 | −338,199 | 3.9 | 56% |
| 2014 | 1,255,537 | 901,180 | 354,357 | 8.3 | 54% |
| 2015 | 707,919 | 1,179,341 | −471,422 | 1.6 | 60% |
| 2016 | 1,739,916 | 1,344,622 | 395,294 | 4.9 | 62% |
| 2017 | 1,027,252 | 1,305,968 | −278,716 | 2.5 | 57% |
| 2018 | 2,180,393 | 1,267,809 | 912,584 | 11.2 | 58% |
| 2019 | 1,071,419 | 1,391,423 | −320,004 | 7.5 | 56% |
| 2020 | 1,353,884 | 1,334,217 | 19,667 | 8.0 | 58% |
| 2021 | 1,566,646 | 1,341,291 | 225,355 | 10.0 | 57% |
| 2022 | 1,681,083 | 1,532,118 | 148,965 | 9.9 | 54% |
| 2023 | 1,773,761 | 1,673,141 | 100,620 | 10.4 | 56% |
| 2024 | 1,917,079 | 1,692,353 | 224,726 | 11.9 | 57% |
In its most recent public year (2024), this organization brought in $224,726 more than it spent. Its reserves stood at about 11.9 months of spending, up from 6.8 in 2012. Staff pay was 57% of spending. $1,276,299 of its net assets are donor-restricted.
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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