Zora Neale Hurston Richard Wright Foundation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 38,892 | 36,409 | 2,483 | -3.3 | 19% |
| 2013 | 41,586 | 46,496 | −4,910 | 1.0 | 0% |
| 2014 | 142,052 | 136,103 | 5,949 | 0.9 | 0% |
| 2015 | 156,446 | 146,081 | 10,365 | 1.2 | 0% |
| 2016 | 77,645 | 73,182 | 4,463 | 3.5 | — |
| 2017 | 86,517 | 84,352 | 2,165 | 3.6 | 0% |
| 2018 | 130,459 | 122,113 | 8,346 | 3.3 | — |
| 2019 | 222,534 | 157,413 | 65,121 | 7.1 | 0% |
| 2020 | 302,072 | 205,659 | 96,413 | 11.4 | 28% |
| 2022 | 445,808 | 443,063 | 2,745 | 5.5 | 43% |
In its most recent public year (2022), this organization brought in $2,745 more than it spent. Its reserves stood at about 5.5 months of spending, up from -3.3 in 2012. Staff pay was 43% 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 2022. 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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