Safety Council Of Greater St Louis
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 737,019 | 757,359 | −20,340 | 1.4 | 27% |
| 2012 | 776,189 | 772,346 | 3,843 | 1.4 | 27% |
| 2013 | 796,177 | 772,751 | 23,426 | 2.1 | 28% |
| 2014 | 684,000 | 645,087 | 38,913 | 2.9 | 26% |
| 2015 | 499,288 | 565,677 | −66,389 | 3.3 | 27% |
| 2016 | 415,354 | 404,869 | 10,485 | 3.8 | 27% |
| 2017 | 429,440 | 420,171 | 9,269 | 5.3 | 28% |
| 2018 | 400,481 | 404,511 | −4,030 | 6.2 | 28% |
| 2019 | 422,268 | 405,738 | 16,530 | 6.6 | 29% |
| 2020 | 288,509 | 322,838 | −34,329 | 7.1 | 36% |
| 2021 | 282,361 | 317,285 | −34,924 | 5.2 | 25% |
| 2022 | 351,968 | 385,734 | −33,766 | 3.3 | 26% |
| 2023 | 439,145 | 409,719 | 29,426 | 2.6 | 20% |
In its most recent public year (2023), this organization brought in $29,426 more than it spent. Its reserves stood at about 2.6 months of spending, up from 1.4 in 2011. Staff pay was 20% 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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