Greater Richmond Inter-Faith Program
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 4,403,249 | 4,800,769 | −397,520 | 1.2 | 57% |
| 2012 | 5,101,438 | 5,122,454 | −21,016 | 0.9 | 59% |
| 2013 | 5,130,946 | 5,269,331 | −138,385 | 0.6 | 60% |
| 2015 | 3,406,601 | 2,688,619 | 717,982 | 3.1 | 53% |
| 2016 | 1,109,641 | 1,443,417 | −333,776 | 2.9 | 41% |
| 2017 | 954,441 | 1,257,560 | −303,119 | 1.3 | 44% |
| 2018 | 1,028,185 | 1,332,208 | −304,023 | 1.7 | 44% |
| 2019 | 1,248,863 | 1,351,248 | −102,385 | 0.8 | 51% |
| 2020 | 3,629,482 | 2,106,255 | 1,523,227 | 9.3 | 52% |
| 2021 | 2,837,014 | 2,769,059 | 67,955 | 7.5 | 48% |
| 2022 | 1,680,656 | 1,765,960 | −85,304 | 12.4 | 45% |
| 2023 | 2,010,863 | 1,825,834 | 185,029 | 12.8 | 45% |
In its most recent public year (2023), this organization brought in $185,029 more than it spent. Its reserves stood at about 12.8 months of spending, up from 1.2 in 2011. Staff pay was 45% 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
Greater Richmond Inter-Faith Program's IRS filings as a feed — one entry per filing year, through 2023. Add the address to any feed reader; in Slack, send /feed subscribe with it (pasting the link alone won't subscribe). How this feed works