Global Food Protection Institute
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 609,761 | 563,805 | 45,956 | 1.3 | 22% |
| 2012 | 3,325,159 | 3,034,188 | 290,971 | 1.2 | 38% |
| 2013 | 3,795,371 | 3,766,189 | 29,182 | 1.1 | 39% |
| 2014 | 2,524,813 | 2,762,357 | −237,544 | 0.4 | 50% |
| 2015 | 2,773,219 | 2,747,460 | 25,759 | 0.6 | 50% |
| 2016 | 4,156,969 | 4,238,748 | −81,779 | 0.1 | 57% |
| 2017 | 6,041,881 | 5,933,052 | 108,829 | 0.3 | 52% |
| 2018 | 4,300,138 | 4,585,313 | −285,175 | -0.3 | 56% |
| 2019 | 4,232,231 | 4,100,047 | 132,184 | 0.0 | 59% |
| 2020 | 3,785,360 | 3,754,118 | 31,242 | 0.1 | 63% |
| 2021 | 3,488,802 | 3,369,830 | 118,972 | 0.5 | 65% |
| 2022 | 3,673,469 | 3,302,998 | 370,471 | 1.9 | 61% |
| 2023 | 3,649,989 | 3,499,667 | 150,322 | 2.3 | 59% |
In its most recent public year (2023), this organization brought in $150,322 more than it spent. Its reserves stood at about 2.3 months of spending. Staff pay was 59% 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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