Goldsboro Fire Co No 1
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 498,340 | 426,627 | 71,713 | 23.0 | 41% |
| 2012 | 527,801 | 425,186 | 102,615 | 26.0 | 42% |
| 2013 | 500,726 | 447,577 | 53,149 | 26.1 | 48% |
| 2014 | 437,953 | 427,229 | 10,724 | 27.6 | 51% |
| 2015 | 525,516 | 444,501 | 81,015 | 28.8 | 47% |
| 2016 | 553,708 | 436,661 | 117,047 | 32.5 | 40% |
| 2017 | 491,519 | 703,433 | −211,914 | 16.6 | 28% |
| 2018 | 566,630 | 494,248 | 72,382 | 25.3 | 43% |
| 2019 | 560,902 | 473,244 | 87,658 | 28.7 | 50% |
| 2020 | 621,328 | 476,638 | 144,690 | 32.1 | 48% |
| 2021 | 823,505 | 576,877 | 246,628 | 31.7 | 47% |
| 2022 | 723,351 | 705,586 | 17,765 | 26.2 | 41% |
| 2023 | 804,031 | 752,096 | 51,935 | 25.4 | 44% |
In its most recent public year (2023), this organization brought in $51,935 more than it spent. Its reserves stood at about 25.4 months of spending, up from 23 in 2011. Staff pay was 44% 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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