Imagine A Center For Coping With Loss
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 352,986 | 306,790 | 46,196 | 2.2 | 65% |
| 2013 | 488,410 | 423,929 | 64,481 | 3.0 | 71% |
| 2014 | 463,125 | 480,973 | −17,848 | 2.2 | 66% |
| 2015 | 563,674 | 498,645 | 65,029 | 12.0 | 53% |
| 2016 | 705,508 | 615,357 | 90,151 | 11.4 | 52% |
| 2017 | 1,065,814 | 834,554 | 231,260 | 11.5 | 48% |
| 2018 | 632,546 | 666,470 | −33,924 | 13.3 | 43% |
| 2019 | 1,463,546 | 1,213,273 | 250,273 | 9.5 | 44% |
| 2020 | 1,268,583 | 1,213,307 | 55,276 | 9.4 | 46% |
| 2021 | 1,682,471 | 1,260,165 | 422,306 | 13.0 | 47% |
| 2022 | 1,817,075 | 1,502,960 | 314,115 | 13.3 | 51% |
| 2023 | 1,778,276 | 1,715,866 | 62,410 | 12.2 | 51% |
In its most recent public year (2023), this organization brought in $62,410 more than it spent. Its reserves stood at about 12.2 months of spending, up from 2.2 in 2012. Staff pay was 51% of spending. $881,772 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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