Gold Plate Program Of Perry County
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,131,192 | 993,151 | 138,041 | 6.9 | 71% |
| 2012 | 1,291,164 | 1,131,511 | 159,653 | 7.8 | 68% |
| 2013 | 1,091,830 | 1,045,744 | 46,086 | 8.9 | 76% |
| 2014 | 998,311 | 991,977 | 6,334 | 9.5 | 73% |
| 2015 | 906,516 | 930,201 | −23,685 | 9.8 | 73% |
| 2016 | 829,384 | 866,562 | −37,178 | 10.0 | 68% |
| 2017 | 749,431 | 867,918 | −118,487 | 8.4 | 62% |
| 2018 | 779,519 | 854,631 | −75,112 | 7.5 | 65% |
| 2019 | 744,769 | 797,838 | −53,069 | 7.2 | 64% |
| 2020 | 911,444 | 791,000 | 120,444 | 9.1 | 61% |
| 2021 | 940,696 | 746,358 | 194,338 | 12.8 | 67% |
| 2022 | 981,572 | 1,059,901 | −78,329 | 8.1 | 64% |
| 2023 | 1,082,008 | 1,136,162 | −54,154 | 7.0 | 68% |
In its most recent public year (2023), this organization spent $54,154 more than it brought in. Its reserves stood at about 7 months of spending. Staff pay was 68% 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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