Coaching For Change Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 13,530 | 4,115 | 9,415 | 27.5 | — |
| 2012 | 59,295 | 48,414 | 10,881 | 5.0 | — |
| 2013 | 293,238 | 115,805 | 177,433 | 20.5 | 55% |
| 2014 | 115,562 | 102,220 | 13,342 | 24.8 | — |
| 2015 | 447,656 | 264,593 | 183,063 | 17.9 | 49% |
| 2016 | 390,251 | 346,853 | 43,398 | 15.1 | 50% |
| 2017 | 492,844 | 428,969 | 63,875 | 14.0 | 53% |
| 2018 | 517,598 | 582,918 | −65,320 | 9.0 | 54% |
| 2019 | 697,638 | 668,720 | 28,918 | 8.3 | 53% |
| 2020 | 655,189 | 685,648 | −30,459 | 7.6 | 53% |
| 2021 | 772,604 | 589,263 | 183,341 | 12.6 | 64% |
| 2022 | 1,148,634 | 750,442 | 398,192 | 16.2 | 53% |
| 2023 | 1,903,982 | 1,309,753 | 594,229 | 14.8 | 50% |
In its most recent public year (2023), this organization brought in $594,229 more than it spent. Its reserves stood at about 14.8 months of spending, down from 27.5 in 2011. Staff pay was 50% of spending. $164,928 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 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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