Tri-County Glad
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 259,370 | 263,204 | −3,834 | -0.4 | 55% |
| 2012 | 266,996 | 264,364 | 2,632 | -0.3 | 56% |
| 2013 | 262,499 | 263,479 | −980 | -0.3 | 55% |
| 2014 | 261,055 | 260,647 | 408 | -0.3 | 54% |
| 2015 | 263,995 | 261,318 | 2,677 | -0.2 | 55% |
| 2016 | 258,617 | 266,316 | −7,699 | -0.5 | 54% |
| 2017 | 265,405 | 265,085 | 320 | -0.5 | 54% |
| 2018 | 270,792 | 267,904 | 2,888 | -0.4 | 54% |
| 2019 | 262,189 | 265,042 | −2,853 | -0.5 | 49% |
| 2020 | 369,843 | 366,796 | 3,047 | -0.3 | 60% |
| 2021 | 370,085 | 372,721 | −2,636 | -0.4 | 63% |
| 2022 | 370,732 | 371,495 | −763 | -0.4 | 63% |
| 2023 | 377,259 | 370,819 | 6,440 | -0.2 | 61% |
In its most recent public year (2023), this organization brought in $6,440 more than it spent. Its liabilities exceeded its net assets — reserves were below zero (-0.2 months). 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 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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