Rebuilding Together Seattle
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 331,834 | 327,634 | 4,200 | 2.5 | 35% |
| 2012 | 460,042 | 448,975 | 11,067 | 2.1 | 28% |
| 2013 | 459,123 | 445,440 | 13,683 | 2.5 | 32% |
| 2014 | 629,477 | 532,288 | 97,189 | 4.3 | 37% |
| 2015 | 576,309 | 507,710 | 68,599 | 6.1 | 41% |
| 2016 | 628,657 | 539,767 | 88,890 | 7.1 | 38% |
| 2017 | 455,312 | 432,533 | 22,779 | 9.5 | 42% |
| 2018 | 450,377 | 421,530 | 28,847 | 10.5 | 37% |
| 2019 | 485,263 | 479,394 | 5,869 | 9.4 | 35% |
| 2020 | 459,938 | 300,721 | 159,217 | 21.4 | 49% |
| 2021 | 455,336 | 418,105 | 37,231 | 16.4 | 42% |
| 2022 | 343,382 | 407,635 | −64,253 | 15.0 | 46% |
| 2023 | 473,096 | 501,146 | −28,050 | 11.3 | 36% |
In its most recent public year (2023), this organization spent $28,050 more than it brought in. Its reserves stood at about 11.3 months of spending, up from 2.5 in 2011. Staff pay was 36% 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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