Crisis Line & Safe House Of Central Georgia Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 672,162 | 677,400 | −5,238 | 6.3 | 62% |
| 2012 | 650,374 | 637,210 | 13,164 | 7.0 | 61% |
| 2013 | 746,344 | 729,636 | 16,708 | 6.4 | 60% |
| 2014 | 789,082 | 744,824 | 44,258 | 7.0 | 59% |
| 2015 | 782,633 | 762,715 | 19,918 | 7.1 | 58% |
| 2016 | 933,411 | 831,776 | 101,635 | 8.0 | 63% |
| 2017 | 1,401,669 | 1,316,643 | 85,026 | 5.8 | 62% |
| 2018 | 2,148,056 | 2,000,565 | 147,491 | 4.7 | 55% |
| 2019 | 2,521,200 | 2,157,117 | 364,083 | 6.4 | 65% |
| 2020 | 2,431,448 | 2,311,373 | 120,075 | 6.7 | 63% |
| 2021 | 2,403,110 | 2,358,384 | 44,726 | 6.8 | 63% |
| 2022 | 2,481,594 | 2,451,341 | 30,253 | 6.7 | 62% |
| 2023 | 3,390,326 | 2,768,059 | 622,267 | 8.6 | 58% |
In its most recent public year (2023), this organization brought in $622,267 more than it spent. Its reserves stood at about 8.6 months of spending, up from 6.3 in 2011. Staff pay was 58% 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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