Georgia Center For Opportunity Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,327,114 | 1,426,494 | −99,380 | 0.7 | 53% |
| 2012 | 1,446,049 | 1,070,559 | 375,490 | 5.2 | 62% |
| 2013 | 1,595,988 | 1,616,070 | −20,082 | 3.3 | 56% |
| 2014 | 1,309,821 | 1,467,105 | −157,284 | 2.3 | 52% |
| 2015 | 1,340,025 | 1,523,044 | −183,019 | 0.8 | 42% |
| 2016 | 1,697,836 | 1,285,690 | 412,146 | 4.8 | 38% |
| 2017 | 2,110,977 | 1,640,826 | 470,151 | 7.4 | 38% |
| 2018 | 2,228,462 | 2,094,224 | 134,238 | 6.5 | 36% |
| 2019 | 2,080,352 | 2,414,146 | −333,794 | 4.0 | 42% |
| 2020 | 2,118,860 | 2,237,973 | −119,113 | 3.7 | 54% |
| 2021 | 2,488,257 | 2,485,998 | 2,259 | 3.3 | 60% |
| 2022 | 3,652,008 | 3,318,859 | 333,149 | 3.7 | 56% |
| 2023 | 3,830,241 | 3,871,896 | −41,655 | 2.0 | 58% |
In its most recent public year (2023), this organization spent $41,655 more than it brought in. Its reserves stood at about 2 months of spending, up from 0.7 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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