Tri-State Educational Foundation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 845,652 | 870,073 | −24,421 | 17.5 | 10% |
| 2012 | 979,157 | 1,168,915 | −189,758 | 11.1 | 7% |
| 2013 | 1,085,703 | 1,539,993 | −454,290 | 4.9 | 6% |
| 2014 | 1,054,596 | 1,200,053 | −145,457 | 4.5 | 8% |
| 2015 | 1,189,346 | 1,155,553 | 33,793 | 5.0 | 23% |
| 2016 | 1,067,635 | 1,142,667 | −75,032 | 4.3 | 24% |
| 2017 | 664,436 | 793,844 | −129,408 | 4.2 | 10% |
| 2018 | 688,457 | 616,407 | 72,050 | 6.8 | 14% |
| 2019 | 682,760 | 731,765 | −49,005 | 4.9 | 11% |
| 2020 | 850,283 | 670,521 | 179,762 | 8.6 | 12% |
| 2021 | 1,506,273 | 649,713 | 856,560 | 24.7 | 13% |
| 2022 | 1,831,836 | 1,025,079 | 806,757 | 25.1 | 7% |
| 2023 | 1,803,066 | 1,457,987 | 345,079 | 20.5 | 4% |
In its most recent public year (2023), this organization brought in $345,079 more than it spent. Its reserves stood at about 20.5 months of spending, up from 17.5 in 2011. Staff pay was 4% 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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works