Good Shepherd Homecare & Hospice Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,852,085 | 1,734,929 | 117,156 | 0.1 | 61% |
| 2012 | 1,956,956 | 1,853,350 | 103,606 | 0.8 | 59% |
| 2013 | 1,860,656 | 1,842,754 | 17,902 | 0.9 | 60% |
| 2014 | 1,841,153 | 1,825,066 | 16,087 | 1.0 | 57% |
| 2015 | 1,880,367 | 2,048,480 | −168,113 | -0.1 | 60% |
| 2016 | 2,073,524 | 2,189,508 | −115,984 | 0.4 | 61% |
| 2017 | 2,043,625 | 2,263,051 | −219,426 | -0.8 | 62% |
| 2018 | 2,288,993 | 2,308,502 | −19,509 | -1.1 | 60% |
| 2019 | 2,536,168 | 2,367,557 | 168,611 | -0.9 | 57% |
| 2020 | 2,326,544 | 2,255,871 | 70,673 | -1.0 | 55% |
| 2021 | 2,246,542 | 1,996,874 | 249,668 | 0.2 | 59% |
| 2022 | 2,195,130 | 2,065,080 | 130,050 | 0.9 | 57% |
| 2023 | 2,014,608 | 2,071,508 | −56,900 | 0.6 | 55% |
In its most recent public year (2023), this organization spent $56,900 more than it brought in. Its reserves stood at about 0.6 months of spending. Staff pay was 55% 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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