Perry County Emergency Communications District
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 362,121 | 382,009 | −19,888 | 2.6 | 41% |
| 2011 | 493,727 | 455,915 | 37,812 | 3.6 | 1% |
| 2012 | 328,254 | 376,724 | −48,470 | 1.8 | 44% |
| 2013 | 263,103 | 318,612 | −55,509 | 0.0 | 45% |
| 2014 | 331,452 | 353,765 | −22,313 | 0.0 | 50% |
| 2015 | 611,104 | 581,605 | 29,499 | 0.9 | 27% |
| 2016 | 330,401 | 327,142 | 3,259 | 1.1 | 47% |
| 2017 | 322,168 | 347,516 | −25,348 | 0.2 | 59% |
| 2018 | 299,312 | 302,527 | −3,215 | 0.1 | 69% |
| 2019 | 335,079 | 315,534 | 19,545 | 0.8 | 64% |
| 2020 | 313,940 | 302,143 | 11,797 | 1.3 | 60% |
| 2021 | 373,095 | 302,545 | 70,550 | 4.1 | 59% |
| 2022 | 328,794 | 282,084 | 46,710 | 6.4 | 65% |
| 2023 | 337,574 | 305,636 | 31,938 | 7.2 | 54% |
In its most recent public year (2023), this organization brought in $31,938 more than it spent. Its reserves stood at about 7.2 months of spending, up from 2.6 in 2010. Staff pay was 54% 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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