Good Old Days Plan Of Rehabilitation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 58,745 | 55,585 | 3,160 | 61.4 | — |
| 2012 | 79,640 | 75,064 | 4,576 | 46.2 | — |
| 2013 | 48,520 | 50,150 | −1,630 | 39.1 | — |
| 2014 | 59,057 | 57,463 | 1,594 | 34.4 | — |
| 2015 | 44,584 | 44,236 | 348 | 44.8 | — |
| 2016 | 43,951 | 39,682 | 4,269 | 51.2 | — |
| 2017 | 41,094 | 37,459 | 3,635 | 55.4 | — |
| 2020 | 31,457 | 21,411 | 10,046 | 104.4 | — |
| 2021 | 15,157 | 20,565 | −5,408 | 105.6 | — |
| 2022 | 17,022 | 15,132 | 1,890 | 144.9 | — |
| 2023 | 18,542 | 14,728 | 3,814 | 152.0 | — |
In its most recent public year (2023), this organization brought in $3,814 more than it spent. Its reserves stood at about 152 months of spending, up from 61.4 in 2011.
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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