Beverly Fire Company No 1
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 163,363 | 122,607 | 40,756 | 65.8 | 1% |
| 2011 | 158,933 | 118,494 | 40,439 | 72.2 | 1% |
| 2012 | 112,331 | 116,395 | −4,064 | 73.1 | 1% |
| 2013 | 183,748 | 256,099 | −72,351 | 32.4 | 0% |
| 2014 | 137,537 | 166,434 | −28,897 | 47.7 | 1% |
| 2015 | 147,320 | 121,398 | 25,922 | 68.0 | 1% |
| 2016 | 130,256 | 109,734 | 20,522 | 77.4 | 1% |
| 2017 | 126,437 | 101,177 | 25,260 | 87.0 | 1% |
| 2018 | 60,976 | 103,332 | −42,356 | 80.3 | 3% |
| 2021 | 74,940 | 65,345 | 9,595 | 100.1 | 7% |
In its most recent public year (2021), this organization brought in $9,595 more than it spent. Its reserves stood at about 100.1 months of spending, up from 65.8 in 2010. Staff pay was 7% 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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