Perry Booster Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 35,541 | 44,850 | −9,309 | 5.5 | — |
| 2012 | 33,324 | 32,727 | 597 | 7.8 | — |
| 2013 | 26,323 | 28,343 | −2,020 | 8.1 | — |
| 2014 | 20,551 | 26,279 | −5,728 | 8.1 | — |
| 2015 | 26,808 | 24,742 | 2,066 | 9.6 | — |
| 2016 | 44,314 | 26,276 | 18,038 | 17.3 | — |
| 2017 | 43,579 | 61,601 | −18,022 | 3.8 | — |
| 2018 | 54,204 | 41,664 | 12,540 | 9.5 | — |
| 2019 | 44,141 | 23,181 | 20,960 | 27.9 | — |
| 2020 | 34,784 | 32,797 | 1,987 | 20.4 | — |
| 2021 | 79,676 | 41,369 | 38,307 | 27.7 | — |
| 2022 | 71,291 | 67,417 | 3,874 | 17.7 | — |
| 2023 | 116,158 | 61,994 | 54,164 | 29.7 | — |
| 2024 | 148,708 | 76,618 | 72,090 | 35.3 | — |
In its most recent public year (2024), this organization brought in $72,090 more than it spent. Its reserves stood at about 35.3 months of spending, up from 5.5 in 2011.
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 2024. 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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