Greater Springfield Chamber Of Commerce
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,892,028 | 2,145,184 | −253,156 | 1.5 | 41% |
| 2012 | 1,999,315 | 1,938,840 | 60,475 | 2.1 | 45% |
| 2013 | 1,771,711 | 1,621,246 | 150,465 | 3.6 | 50% |
| 2014 | 1,760,557 | 1,604,700 | 155,857 | 4.8 | 51% |
| 2015 | 1,749,564 | 1,654,569 | 94,995 | 5.4 | 44% |
| 2016 | 1,693,183 | 1,619,652 | 73,531 | 6.0 | 46% |
| 2017 | 1,625,558 | 1,643,536 | −17,978 | 5.8 | 47% |
| 2018 | 1,084,212 | 1,116,806 | −32,594 | 8.2 | 55% |
| 2019 | 925,063 | 919,492 | 5,571 | 10.0 | 58% |
| 2020 | 887,727 | 864,058 | 23,669 | 11.0 | 61% |
| 2021 | 971,541 | 805,679 | 165,862 | 14.2 | 60% |
| 2022 | 897,043 | 946,906 | −49,863 | 11.5 | 53% |
| 2023 | 1,031,783 | 982,946 | 48,837 | 11.7 | 56% |
In its most recent public year (2023), this organization brought in $48,837 more than it spent. Its reserves stood at about 11.7 months of spending, up from 1.5 in 2011. Staff pay was 56% 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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