Indiana Council On Problem Gambling Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 156,110 | 144,675 | 11,435 | 14.7 | 48% |
| 2013 | 213,824 | 186,325 | 27,499 | 13.2 | 37% |
| 2014 | 155,813 | 140,243 | 15,570 | 18.9 | 50% |
| 2015 | 143,694 | 142,743 | 951 | 18.6 | 48% |
| 2016 | 151,566 | 155,180 | −3,614 | 16.9 | 44% |
| 2017 | 147,352 | 154,686 | −7,334 | 16.4 | 50% |
| 2018 | 143,664 | 151,029 | −7,365 | 16.2 | 36% |
| 2019 | 161,648 | 152,078 | 9,570 | 17.0 | 36% |
| 2020 | 151,564 | 141,598 | 9,966 | 19.2 | 44% |
| 2021 | 157,225 | 172,711 | −15,486 | 14.6 | 39% |
| 2022 | 177,038 | 175,098 | 1,940 | 14.6 | 38% |
| 2023 | 189,808 | 200,728 | −10,920 | 12.0 | 36% |
In its most recent public year (2023), this organization spent $10,920 more than it brought in. Its reserves stood at about 12 months of spending, down from 14.7 in 2012. Staff pay was 36% 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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