Tri-County Behavioral Healthcare
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 23,436,591 | 22,419,478 | 1,017,113 | 5.1 | 52% |
| 2012 | 23,131,035 | 21,733,821 | 1,397,214 | 6.0 | 52% |
| 2013 | 25,441,803 | 23,932,509 | 1,509,294 | 6.2 | 52% |
| 2014 | 26,340,532 | 26,038,860 | 301,672 | 5.8 | 52% |
| 2015 | 27,694,979 | 27,679,642 | 15,337 | 5.5 | 54% |
| 2016 | 30,376,597 | 29,972,511 | 404,086 | 5.2 | 54% |
| 2017 | 35,126,938 | 32,346,182 | 2,780,756 | 5.9 | 52% |
| 2018 | 29,568,137 | 29,386,404 | 181,733 | 6.6 | 58% |
| 2019 | 31,251,402 | 31,302,729 | −51,327 | 6.1 | 57% |
| 2020 | 33,634,190 | 32,622,779 | 1,011,411 | 6.3 | 58% |
| 2021 | 33,110,578 | 33,060,745 | 49,833 | 6.2 | 59% |
| 2022 | 40,052,221 | 38,444,463 | 1,607,758 | 5.8 | 54% |
| 2023 | 45,015,830 | 43,702,173 | 1,313,657 | 5.5 | 56% |
In its most recent public year (2023), this organization brought in $1,313,657 more than it spent. Its reserves stood at about 5.5 months of spending. Staff pay was 56% 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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