Dawson County Parent-Child Protective Services Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 234,069 | 237,282 | −3,213 | 3.0 | 64% |
| 2013 | 257,469 | 212,002 | 45,467 | 5.9 | 60% |
| 2014 | 236,298 | 230,329 | 5,969 | 5.7 | 55% |
| 2015 | 216,375 | 252,925 | −36,550 | 3.5 | 58% |
| 2016 | 228,642 | 258,036 | −29,394 | 2.0 | 61% |
| 2017 | 254,796 | 258,234 | −3,438 | 1.9 | 61% |
| 2018 | 241,200 | 265,547 | −24,347 | 0.7 | 60% |
| 2019 | 289,271 | 274,410 | 14,861 | 1.4 | 59% |
| 2020 | 278,088 | 296,588 | −18,500 | 0.5 | 63% |
| 2021 | 363,583 | 301,030 | 62,553 | 3.0 | 63% |
| 2022 | 264,157 | 311,491 | −47,334 | 1.1 | 62% |
| 2023 | 492,338 | 367,614 | 124,724 | 5.0 | 63% |
| 2024 | 332,399 | 384,169 | −51,770 | 3.1 | 63% |
In its most recent public year (2024), this organization spent $51,770 more than it brought in. Its reserves stood at about 3.1 months of spending. Staff pay was 63% of spending. $5,000 of its net assets are donor-restricted.
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 2024. 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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