Shoemakersville Fire Company No I
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 361,585 | 295,734 | 65,851 | 47.0 | 5% |
| 2011 | 275,085 | 328,431 | −53,346 | 40.4 | 4% |
| 2012 | 250,587 | 293,752 | −43,165 | 43.4 | 4% |
| 2013 | 328,793 | 366,075 | −37,282 | 33.6 | 15% |
| 2014 | 383,375 | 352,125 | 31,250 | 36.0 | 15% |
| 2015 | 401,534 | 382,188 | 19,346 | 33.8 | 14% |
| 2016 | 370,720 | 403,481 | −32,761 | 31.0 | 18% |
| 2017 | 400,844 | 367,575 | 33,269 | 35.1 | 14% |
| 2018 | 359,446 | 409,914 | −50,468 | 30.0 | 10% |
| 2019 | 382,077 | 419,939 | −37,862 | 28.2 | 10% |
| 2021 | 397,685 | 329,983 | 67,702 | 41.0 | 9% |
| 2022 | 640,790 | 404,460 | 236,330 | 40.5 | 10% |
| 2023 | 418,406 | 422,454 | −4,048 | 38.7 | 11% |
In its most recent public year (2023), this organization spent $4,048 more than it brought in. Its reserves stood at about 38.7 months of spending, down from 47 in 2010. Staff pay was 11% 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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