Chelsea Aquatic Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 92,743 | 66,786 | 25,957 | 4.7 | — |
| 2012 | 96,777 | 94,998 | 1,779 | 3.5 | — |
| 2013 | 101,318 | 107,994 | −6,676 | 2.3 | — |
| 2014 | 89,084 | 93,344 | −4,260 | 2.2 | — |
| 2015 | 80,226 | 76,641 | 3,585 | 3.2 | — |
| 2016 | 89,758 | 86,831 | 2,927 | 3.2 | — |
| 2017 | 93,498 | 101,258 | −7,760 | 2.3 | — |
| 2018 | 81,605 | 94,587 | −12,982 | 1.2 | — |
| 2019 | 94,093 | 91,969 | 2,124 | 1.7 | — |
| 2020 | 67,673 | 62,214 | 5,459 | 3.6 | — |
| 2021 | 12,966 | 21,310 | −8,344 | 5.6 | — |
| 2022 | 63,646 | 49,611 | 14,035 | 4.7 | — |
| 2023 | 96,108 | 95,797 | 311 | 2.7 | — |
| 2024 | 87,017 | 85,243 | 1,774 | 3.8 | — |
In its most recent public year (2024), this organization brought in $1,774 more than it spent. Its reserves stood at about 3.8 months 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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