Tri-County Health Network
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 1,114,680 | 782,930 | 331,750 | 5.6 | 28% |
| 2013 | 1,478,841 | 1,177,988 | 300,853 | 6.8 | 25% |
| 2014 | 1,746,146 | 1,201,729 | 544,417 | 12.1 | 27% |
| 2015 | 1,363,770 | 1,182,401 | 181,369 | 14.1 | 50% |
| 2016 | 1,974,509 | 1,297,038 | 677,471 | 19.2 | 50% |
| 2017 | 2,394,486 | 1,536,039 | 858,447 | 22.9 | 49% |
| 2018 | 2,557,891 | 1,804,313 | 753,578 | 24.5 | 50% |
| 2019 | 1,881,865 | 1,866,741 | 15,124 | 23.8 | 55% |
| 2020 | 2,498,928 | 2,041,295 | 457,633 | 24.4 | 59% |
| 2021 | 3,180,651 | 2,412,189 | 768,462 | 24.5 | 63% |
| 2022 | 2,539,527 | 2,532,599 | 6,928 | 23.3 | 64% |
| 2023 | 2,523,097 | 2,990,421 | −467,324 | 17.9 | 59% |
In its most recent public year (2023), this organization spent $467,324 more than it brought in. Its reserves stood at about 17.9 months of spending, up from 5.6 in 2012. Staff pay was 59% of spending. $1,126,550 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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