Tri-County Electric Cooperative Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 91,213,227 | 77,848,109 | 13,365,118 | 7.7 | 8% |
| 2012 | 91,206,566 | 78,871,653 | 12,334,913 | 9.5 | 8% |
| 2013 | 102,348,211 | 102,348,211 | 0 | 8.7 | 6% |
| 2014 | 104,836,380 | 104,836,380 | 0 | 8.9 | 7% |
| 2015 | 98,512,493 | 98,512,493 | 0 | 9.5 | 9% |
| 2016 | 83,023,588 | 83,023,588 | 0 | 9.9 | 11% |
| 2017 | 92,601,384 | 92,601,384 | 0 | 9.3 | 9% |
| 2018 | 98,028,479 | 98,028,479 | 0 | 10.1 | 7% |
| 2019 | 85,235,592 | 85,235,592 | 0 | 12.0 | 8% |
| 2020 | 99,727,160 | 99,727,160 | 0 | 11.4 | 6% |
| 2021 | 100,998,279 | 100,998,281 | −2 | 11.5 | 6% |
| 2022 | 111,738,263 | 111,738,263 | 0 | 10.7 | 6% |
| 2023 | 116,415,035 | 116,415,034 | 1 | 11.9 | 6% |
In its most recent public year (2023), this organization brought in $1 more than it spent. Its reserves stood at about 11.9 months of spending, up from 7.7 in 2011. Staff pay was 6% 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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