Georgia Fccla Foundation Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 58,136 | 54,857 | 3,279 | 5.6 | 0% |
| 2011 | 51,820 | 44,166 | 7,654 | 9.0 | 0% |
| 2012 | 39,469 | 46,809 | −7,340 | 4.4 | 0% |
| 2013 | 31,063 | 19,791 | 11,272 | 17.1 | 0% |
| 2014 | 28,719 | 19,323 | 9,396 | 22.9 | 0% |
| 2015 | 9,746 | 15,003 | −5,257 | 21.3 | 0% |
| 2016 | 4,868 | 16,256 | −11,388 | 11.3 | 0% |
| 2017 | 2,481 | 12,090 | −9,609 | 1.7 | 0% |
| 2018 | 18,184 | 18,356 | −172 | 12.1 | 0% |
| 2019 | 18,434 | 15,371 | 3,063 | 16.9 | 0% |
| 2020 | 5,129 | 550 | 4,579 | 572.1 | 0% |
| 2021 | 6,613 | 6,435 | 178 | 49.2 | 0% |
| 2022 | 4,049 | 12,504 | −8,455 | 17.1 | 0% |
| 2023 | 22,557 | 24,250 | −1,693 | 8.0 | 0% |
In its most recent public year (2023), this organization spent $1,693 more than it brought in. Its reserves stood at about 8 months of spending, up from 5.6 in 2010. Staff pay was 0% 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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