Louisiana Association On Compulsive Gambling
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,688,507 | 1,540,681 | 147,826 | 4.6 | 55% |
| 2012 | 1,443,692 | 1,590,828 | −147,136 | 3.4 | 51% |
| 2013 | 1,371,437 | 1,494,236 | −122,799 | 2.6 | 60% |
| 2014 | 1,390,293 | 1,332,934 | 57,359 | 3.7 | 61% |
| 2015 | 1,304,070 | 1,250,087 | 53,983 | 4.2 | 60% |
| 2016 | 1,353,032 | 1,262,958 | 90,074 | 5.0 | 61% |
| 2018 | 1,355,654 | 1,273,806 | 81,848 | 6.4 | 61% |
| 2019 | 1,523,191 | 1,457,759 | 65,432 | 6.2 | 62% |
| 2020 | 1,600,880 | 1,530,296 | 70,584 | 6.4 | 66% |
| 2021 | 1,710,692 | 1,595,083 | 115,609 | 7.0 | 56% |
| 2022 | 1,778,827 | 1,560,376 | 218,451 | 8.9 | 61% |
In its most recent public year (2022), this organization brought in $218,451 more than it spent. Its reserves stood at about 8.9 months of spending, up from 4.6 in 2011. Staff pay was 61% 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 2022. 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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