Cooperative Telephone Company
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,383,255 | 2,276,908 | 106,347 | 28.0 | 16% |
| 2012 | 2,341,684 | 2,360,078 | −18,394 | 26.2 | 15% |
| 2013 | 2,370,474 | 2,345,445 | 25,029 | 25.3 | 16% |
| 2014 | 2,286,886 | 2,361,500 | −74,614 | 23.6 | 13% |
| 2015 | 2,324,306 | 2,273,228 | 51,078 | 24.0 | 15% |
| 2016 | 2,405,312 | 2,354,123 | 51,189 | 23.4 | 16% |
| 2017 | 2,733,254 | 2,389,610 | 343,644 | 24.7 | 15% |
| 2018 | 3,042,097 | 2,448,287 | 593,810 | 27.0 | 18% |
| 2019 | 3,101,603 | 2,570,037 | 531,566 | 28.2 | 21% |
| 2020 | 3,362,885 | 2,611,515 | 751,370 | 38.7 | 20% |
| 2021 | 3,221,068 | 2,678,195 | 542,873 | 39.9 | 21% |
In its most recent public year (2021), this organization brought in $542,873 more than it spent. Its reserves stood at about 39.9 months of spending, up from 28 in 2011. Staff pay was 21% 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 2021. 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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