Family Promise Of Greater Orlando Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 163,817 | 153,625 | 10,192 | 5.1 | — |
| 2012 | 206,802 | 176,498 | 30,304 | 6.5 | 77% |
| 2013 | 185,113 | 207,097 | −21,984 | 4.2 | 73% |
| 2014 | 184,529 | 194,107 | −9,578 | 3.9 | 56% |
| 2015 | 477,209 | 231,475 | 245,734 | 16.0 | 50% |
| 2016 | 653,558 | 456,395 | 197,163 | 13.2 | 42% |
| 2017 | 698,514 | 652,767 | 45,747 | 10.1 | 41% |
| 2018 | 663,194 | 697,179 | −33,985 | 8.9 | 46% |
| 2019 | 803,693 | 693,070 | 110,623 | 10.8 | 48% |
| 2020 | 1,123,275 | 950,426 | 172,849 | 10.1 | 45% |
| 2021 | 1,605,711 | 1,332,780 | 272,931 | 9.6 | 44% |
| 2022 | 1,391,854 | 1,251,470 | 140,384 | 11.6 | 44% |
| 2023 | 1,245,858 | 1,243,725 | 2,133 | 11.7 | 43% |
In its most recent public year (2023), this organization brought in $2,133 more than it spent. Its reserves stood at about 11.7 months of spending, up from 5.1 in 2011. Staff pay was 43% of spending. $330,002 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 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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