Coalition Of Care Greater Cincinnati
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 93,116 | 38,002 | 55,114 | 20.2 | — |
| 2013 | 62,588 | 40,802 | 21,786 | 25.3 | — |
| 2014 | 59,744 | 53,518 | 6,226 | 20.7 | — |
| 2015 | 354,551 | 180,285 | 174,266 | 17.7 | 76% |
| 2016 | 175,777 | 218,718 | −42,941 | 12.3 | 77% |
| 2017 | 309,207 | 220,868 | 88,339 | 16.8 | 78% |
| 2018 | 496,263 | 373,608 | 122,655 | 13.9 | 73% |
| 2019 | 692,929 | 538,581 | 154,348 | 13.1 | 66% |
| 2020 | 850,160 | 675,745 | 174,415 | 13.5 | 70% |
| 2021 | 463,181 | 421,531 | 41,650 | 10.4 | 74% |
| 2022 | 284,643 | 303,446 | −18,803 | 13.7 | 22% |
| 2023 | 187,513 | 254,717 | −67,204 | 13.2 | 73% |
In its most recent public year (2023), this organization spent $67,204 more than it brought in. Its reserves stood at about 13.2 months of spending, down from 20.2 in 2012. Staff pay was 73% 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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