Greater Faith Community Action Corporation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 187,771 | 164,834 | 22,937 | 2.9 | — |
| 2012 | 217,893 | 221,144 | −3,251 | 2.0 | 10% |
| 2013 | 233,416 | 230,382 | 3,034 | 2.0 | 21% |
| 2014 | 190,677 | 192,864 | −2,187 | 2.3 | — |
| 2015 | 231,806 | 206,929 | 24,877 | 3.6 | 27% |
| 2016 | 164,742 | 200,958 | −36,216 | 1.5 | 29% |
| 2017 | 358,727 | 170,402 | 188,325 | 15.1 | 36% |
| 2018 | 260,025 | 200,384 | 59,641 | 16.4 | 27% |
| 2019 | 177,424 | 229,339 | −51,915 | 11.6 | 30% |
| 2020 | 241,048 | 259,100 | −18,052 | 9.4 | 24% |
| 2021 | 193,849 | 229,127 | −35,278 | 8.8 | — |
| 2022 | 451,409 | 285,589 | 165,820 | 14.0 | 43% |
| 2023 | 343,183 | 326,304 | 16,879 | 12.9 | 40% |
In its most recent public year (2023), this organization brought in $16,879 more than it spent. Its reserves stood at about 12.9 months of spending, up from 2.9 in 2011. Staff pay was 40% 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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