A New World Child Placement Agency
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2013 | 295,708 | 314,911 | −19,203 | 0.2 | 83% |
| 2014 | 189,682 | 188,228 | 1,454 | 0.5 | 89% |
| 2015 | 469,570 | 450,290 | 19,280 | 0.7 | 81% |
| 2016 | 662,245 | 665,137 | −2,892 | 0.4 | 76% |
| 2017 | 1,309,566 | 1,315,616 | −6,050 | 0.2 | 93% |
| 2018 | 3,895,970 | 3,892,069 | 3,901 | 0.1 | 16% |
| 2019 | 4,421,940 | 4,377,011 | 44,929 | 0.2 | 18% |
| 2020 | 3,160,477 | 3,246,877 | −86,400 | -0.1 | 24% |
| 2021 | 1,531,600 | 1,617,013 | −85,413 | -0.1 | 63% |
| 2022 | 1,252,501 | 1,052,998 | 199,503 | 1.4 | 35% |
| 2023 | 1,489,583 | 1,523,663 | −34,080 | 0.7 | 25% |
| 2024 | 1,996,215 | 1,988,290 | 7,925 | 0.5 | 26% |
In its most recent public year (2024), this organization brought in $7,925 more than it spent. Its reserves stood at about 0.5 months of spending. Staff pay was 26% 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 2024. 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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