Texas Association For Home Care Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,837,929 | 2,782,910 | 55,019 | 3.4 | 31% |
| 2012 | 2,889,597 | 2,824,897 | 64,700 | 3.6 | 34% |
| 2013 | 2,849,310 | 2,885,593 | −36,283 | 3.4 | 33% |
| 2014 | 2,745,998 | 2,847,475 | −101,477 | 3.0 | 34% |
| 2015 | 2,386,326 | 2,635,964 | −249,638 | 2.1 | 34% |
| 2016 | 2,274,637 | 2,498,717 | −224,080 | 1.2 | 37% |
| 2017 | 2,334,260 | 2,008,712 | 325,548 | 3.4 | 37% |
| 2018 | 2,213,209 | 1,924,258 | 288,951 | 5.4 | 37% |
| 2019 | 2,532,456 | 2,266,028 | 266,428 | 5.9 | 6% |
| 2020 | 2,110,621 | 1,798,829 | 311,792 | 9.5 | 45% |
| 2021 | 2,174,901 | 2,042,327 | 132,574 | 9.1 | 40% |
| 2022 | 2,189,770 | 2,187,537 | 2,233 | 8.6 | 38% |
| 2023 | 2,366,499 | 2,411,859 | −45,360 | 7.8 | 40% |
In its most recent public year (2023), this organization spent $45,360 more than it brought in. Its reserves stood at about 7.8 months of spending, up from 3.4 in 2011. Staff pay was 40% 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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