Colorado Springs Unit 360 Of The American Contract Bridge League
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 142,792 | 139,818 | 2,974 | 9.8 | — |
| 2012 | 81,890 | 78,246 | 3,644 | 18.1 | — |
| 2013 | 143,363 | 142,067 | 1,296 | 10.1 | — |
| 2014 | 146,792 | 145,158 | 1,634 | 10.0 | — |
| 2015 | 80,497 | 82,122 | −1,625 | 17.4 | — |
| 2016 | 146,264 | 148,447 | −2,183 | 9.5 | — |
| 2017 | 97,214 | 100,844 | −3,630 | 13.5 | — |
| 2018 | 147,190 | 133,875 | 13,315 | 11.4 | — |
| 2019 | 83,998 | 77,035 | 6,963 | 21.3 | — |
| 2020 | 13,614 | 24,869 | −11,255 | 60.2 | — |
| 2021 | 11,064 | 27,597 | −16,533 | 47.1 | — |
| 2022 | 52,006 | 50,014 | 1,992 | 26.5 | — |
| 2023 | 61,048 | 56,525 | 4,523 | 24.4 | — |
In its most recent public year (2023), this organization brought in $4,523 more than it spent. Its reserves stood at about 24.4 months of spending, up from 9.8 in 2011.
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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