Chain O Lakes Conservation Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 117,708 | 127,013 | −9,305 | 2.0 | 38% |
| 2012 | 94,498 | 118,604 | −24,106 | 0.6 | 44% |
| 2013 | 113,917 | 118,479 | −4,562 | 0.1 | 40% |
| 2014 | 118,445 | 86,202 | 32,243 | 4.7 | 55% |
| 2015 | 141,231 | 141,313 | −82 | 2.8 | 33% |
| 2016 | 154,110 | 116,213 | 37,897 | 7.4 | 34% |
| 2017 | 182,297 | 95,905 | 86,392 | 19.9 | 38% |
| 2018 | 145,675 | 132,766 | 12,909 | 15.6 | 32% |
| 2019 | 76,141 | 68,611 | 7,530 | 31.4 | 0% |
| 2020 | 98,951 | 141,014 | −42,063 | 11.7 | 26% |
| 2021 | 161,851 | 133,583 | 28,268 | 14.9 | 37% |
| 2022 | 192,374 | 212,085 | −19,711 | 8.3 | 29% |
| 2023 | 271,630 | 187,566 | 84,064 | 14.7 | 36% |
In its most recent public year (2023), this organization brought in $84,064 more than it spent. Its reserves stood at about 14.7 months of spending, up from 2 in 2011. Staff pay was 36% 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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