Tri-County Emergency Medical Services District Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 311,460 | 309,389 | 2,071 | 19.1 | 11% |
| 2011 | 320,761 | 323,206 | −2,445 | 18.2 | 11% |
| 2012 | 339,117 | 332,569 | 6,548 | 17.0 | 11% |
| 2013 | 316,216 | 318,402 | −2,186 | 19.7 | 5% |
| 2014 | 294,719 | 300,920 | −6,201 | 20.5 | 7% |
| 2015 | 267,161 | 312,686 | −45,525 | 18.0 | 18% |
| 2016 | 344,959 | 367,994 | −23,035 | 14.6 | 23% |
| 2017 | 283,714 | 301,644 | −17,930 | 17.0 | 26% |
| 2018 | 279,036 | 310,035 | −30,999 | 15.4 | 26% |
| 2019 | 269,743 | 296,657 | −26,914 | 15.0 | 30% |
| 2020 | 334,655 | 355,313 | −20,658 | 11.8 | 30% |
| 2021 | 346,300 | 374,803 | −28,503 | 10.3 | 28% |
| 2022 | 345,959 | 382,864 | −36,905 | 8.9 | 27% |
| 2023 | 368,322 | 379,136 | −10,814 | 8.7 | 30% |
In its most recent public year (2023), this organization spent $10,814 more than it brought in. Its reserves stood at about 8.7 months of spending, down from 19.1 in 2010. Staff pay was 30% 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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works