Good Institute
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 3,650,142 | 3,316,552 | 333,590 | 4.4 | 49% |
| 2013 | 4,869,182 | 4,269,662 | 599,520 | 5.1 | 54% |
| 2014 | 4,237,070 | 4,668,802 | −431,732 | 3.5 | 56% |
| 2015 | 4,758,046 | 5,046,970 | −288,924 | 2.6 | 58% |
| 2016 | 4,732,818 | 4,714,292 | 18,526 | 2.8 | 54% |
| 2017 | 5,172,592 | 4,830,231 | 342,361 | 3.6 | 46% |
| 2018 | 4,702,236 | 4,734,187 | −31,951 | 3.6 | 50% |
| 2019 | 4,519,585 | 4,506,402 | 13,183 | 3.8 | 44% |
| 2020 | 3,599,171 | 4,639,916 | −1,040,745 | 1.0 | 41% |
| 2021 | 3,448,853 | 3,483,706 | −34,853 | 1.2 | 49% |
| 2022 | 4,051,758 | 4,397,542 | −345,784 | 2.8 | 48% |
| 2023 | 1,141,006 | 1,572,308 | −431,302 | -0.4 | 20% |
In its most recent public year (2023), this organization spent $431,302 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-0.4 months), down from 4.4 in 2012. Staff pay was 20% 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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