A Healthy House Within A Match Coalition
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 841,658 | 887,187 | −45,529 | 3.5 | 70% |
| 2012 | 834,506 | 862,152 | −27,646 | 3.2 | 0% |
| 2013 | 440,533 | 536,231 | −95,698 | 3.0 | 62% |
| 2014 | 224,838 | 260,349 | −35,511 | 4.6 | 53% |
| 2015 | 362,260 | 377,217 | −14,957 | 2.7 | 65% |
| 2016 | 397,208 | 374,411 | 22,797 | 3.4 | 65% |
| 2017 | 310,639 | 374,810 | −64,171 | 1.4 | 72% |
| 2018 | 353,788 | 337,559 | 16,229 | 2.1 | 65% |
| 2019 | 666,816 | 532,855 | 133,961 | 4.3 | 63% |
| 2020 | 661,947 | 472,919 | 189,028 | 9.7 | 55% |
| 2021 | 825,159 | 571,734 | 253,425 | 13.3 | 54% |
| 2022 | 918,122 | 734,796 | 183,326 | 14.5 | 53% |
| 2023 | 1,236,422 | 1,199,654 | 36,768 | 9.2 | 41% |
In its most recent public year (2023), this organization brought in $36,768 more than it spent. Its reserves stood at about 9.2 months of spending, up from 3.5 in 2011. Staff pay was 41% 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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