Joshua Generation International Network
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 76,358 | 66,843 | 9,515 | -6.8 | 50% |
| 2012 | 130,294 | 140,964 | −10,670 | -4.1 | 36% |
| 2013 | 125,912 | 104,952 | 20,960 | -3.1 | 37% |
| 2014 | 98,309 | 90,479 | 7,830 | -2.6 | 30% |
| 2015 | 118,008 | 102,056 | 15,952 | -0.4 | 37% |
| 2016 | 129,948 | 107,757 | 22,191 | 2.1 | 31% |
| 2017 | 82,621 | 90,138 | −7,517 | 1.5 | 23% |
| 2019 | 95,422 | 94,253 | 1,169 | 1.1 | 20% |
| 2020 | 262,694 | 188,667 | 74,027 | 5.2 | 13% |
| 2021 | 123,912 | 77,324 | 46,588 | 20.0 | 4% |
| 2022 | 120,849 | 60,600 | 60,249 | 37.4 | 12% |
| 2023 | 141,902 | 77,750 | 64,152 | 39.1 | 13% |
In its most recent public year (2023), this organization brought in $64,152 more than it spent. Its reserves stood at about 39.1 months of spending, up from -6.8 in 2011. Staff pay was 13% 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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