Intergenerational Living & Health Care Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 25,566,168 | 24,238,891 | 1,327,277 | -1.2 | 39% |
| 2012 | 25,656,891 | 24,728,101 | 928,790 | -0.7 | 40% |
| 2013 | 25,443,434 | 26,131,658 | −688,224 | -1.0 | 39% |
| 2014 | 25,852,484 | 25,926,601 | −74,117 | -1.1 | 39% |
| 2015 | 21,079,095 | 19,460,824 | 1,618,271 | -0.7 | 39% |
| 2016 | 19,539,253 | 18,914,421 | 624,832 | -0.2 | 42% |
| 2017 | 19,889,246 | 19,531,008 | 358,238 | 0.1 | 43% |
| 2018 | 20,130,637 | 19,458,417 | 672,220 | 0.4 | 43% |
| 2019 | 21,161,475 | 20,227,335 | 934,140 | -0.5 | 43% |
| 2020 | 24,695,201 | 23,121,411 | 1,573,790 | -0.3 | 41% |
| 2021 | 27,084,689 | 27,483,632 | −398,943 | -0.8 | 40% |
| 2022 | 23,906,122 | 26,340,527 | −2,434,405 | -2.7 | 42% |
| 2023 | 25,260,920 | 27,762,045 | −2,501,125 | -4.3 | 42% |
In its most recent public year (2023), this organization spent $2,501,125 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-4.3 months), down from -1.2 in 2011. Staff pay was 42% 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
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