La Concierge Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 34,630 | 25,378 | 9,252 | 6.2 | — |
| 2011 | 25,910 | 25,842 | 68 | 6.1 | — |
| 2012 | 58,971 | 55,957 | 3,014 | 2.3 | — |
| 2013 | 32,375 | 36,481 | −4,106 | 2.4 | — |
| 2014 | 46,954 | 42,750 | 4,204 | 3.2 | — |
| 2015 | 48,126 | 42,854 | 5,272 | 4.7 | — |
| 2016 | 41,700 | 47,216 | −5,516 | 1.5 | — |
| 2017 | 46,370 | 41,145 | 5,225 | 4.5 | — |
| 2018 | 73,117 | 75,423 | −2,306 | 2.1 | — |
| 2019 | 55,399 | 63,950 | −8,551 | 1.4 | — |
| 2020 | 23,332 | 20,049 | 3,283 | 6.5 | — |
| 2021 | 4,103 | 12,309 | −8,206 | 2.5 | — |
| 2022 | 30,312 | 16,805 | 13,507 | 11.5 | — |
| 2023 | 50,000 | 52,797 | −2,797 | 3.0 | — |
In its most recent public year (2023), this organization spent $2,797 more than it brought in. Its reserves stood at about 3 months of spending, down from 6.2 in 2010.
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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