Tri-City United Soccer Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 417,665 | 419,164 | −1,499 | 0.3 | 33% |
| 2012 | 668,873 | 699,899 | −31,026 | -0.4 | 19% |
| 2013 | 690,404 | 683,307 | 7,097 | -0.2 | 26% |
| 2014 | 696,425 | 652,317 | 44,108 | 0.6 | 28% |
| 2015 | 690,857 | 686,135 | 4,722 | 0.6 | 26% |
| 2016 | 917,412 | 801,795 | 115,617 | 2.3 | 29% |
| 2017 | 811,395 | 745,534 | 65,861 | 3.6 | 30% |
| 2018 | 844,458 | 774,253 | 70,205 | 4.6 | 45% |
| 2019 | 896,501 | 972,448 | −75,947 | 2.0 | 37% |
| 2020 | 709,021 | 701,536 | 7,485 | 2.9 | 40% |
| 2021 | 1,209,111 | 1,354,461 | −145,350 | 0.1 | 43% |
| 2022 | 1,315,719 | 1,530,684 | −214,965 | -1.6 | 45% |
| 2023 | 1,534,293 | 1,576,404 | −42,111 | -1.9 | 47% |
In its most recent public year (2023), this organization spent $42,111 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-1.9 months), down from 0.3 in 2011. Staff pay was 47% 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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