Family Promise Of Greater Indianapolis Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 194,166 | 211,800 | −17,634 | 3.0 | 49% |
| 2012 | 252,627 | 189,535 | 63,092 | 7.4 | 52% |
| 2013 | 264,082 | 239,200 | 24,882 | 7.1 | 50% |
| 2014 | 305,288 | 261,078 | 44,210 | 8.5 | 57% |
| 2015 | 287,171 | 268,347 | 18,824 | 9.1 | 60% |
| 2016 | 375,631 | 285,972 | 89,659 | 12.3 | 52% |
| 2017 | 412,890 | 398,036 | 14,854 | 9.3 | 50% |
| 2018 | 459,826 | 425,925 | 33,901 | 9.7 | 47% |
| 2019 | 558,525 | 522,468 | 36,057 | 8.7 | 45% |
| 2020 | 969,169 | 704,330 | 264,839 | 11.0 | 39% |
| 2021 | 1,485,977 | 1,201,596 | 284,381 | 9.4 | 28% |
| 2022 | 1,647,456 | 1,770,791 | −123,335 | 5.5 | 23% |
In its most recent public year (2022), this organization spent $123,335 more than it brought in. Its reserves stood at about 5.5 months of spending, up from 3 in 2011. Staff pay was 23% 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 2022. 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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works