Glory Foundation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 393,212 | 206,053 | 187,159 | 16.6 | 13% |
| 2011 | 313,952 | 424,403 | −110,451 | 7.0 | 21% |
| 2012 | 270,358 | 302,311 | −31,953 | 8.6 | 25% |
| 2013 | 434,435 | 394,985 | 39,450 | 7.8 | 21% |
| 2014 | 239,623 | 265,460 | −25,837 | 10.4 | 30% |
| 2015 | 409,735 | 412,297 | −2,562 | 6.6 | 24% |
| 2016 | 285,618 | 315,342 | −29,724 | 7.5 | 28% |
| 2017 | 220,434 | 266,725 | −46,291 | 6.8 | 31% |
| 2018 | 178,729 | 241,236 | −62,507 | 4.4 | 31% |
| 2019 | 134,968 | 177,861 | −42,893 | 3.1 | — |
| 2020 | 162,641 | 169,050 | −6,409 | 2.8 | — |
| 2021 | 89,906 | 73,959 | 15,947 | 9.0 | — |
| 2022 | 81,067 | 50,018 | 31,049 | 20.7 | — |
| 2023 | 43,217 | 43,322 | −105 | 23.9 | — |
In its most recent public year (2023), this organization spent $105 more than it brought in. Its reserves stood at about 23.9 months of spending, up from 16.6 in 2010.
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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