Tri-County Urban League Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,318,957 | 1,394,165 | −75,208 | 13.5 | 41% |
| 2012 | 1,303,177 | 1,200,387 | 102,790 | 14.5 | 41% |
| 2013 | 1,143,962 | 1,387,333 | −243,371 | 10.5 | 37% |
| 2014 | 1,822,314 | 1,997,141 | −174,827 | 6.4 | 38% |
| 2015 | 1,905,426 | 1,751,631 | 153,795 | 8.4 | 36% |
| 2016 | 924,125 | 1,081,032 | −156,907 | 11.4 | 35% |
| 2017 | 1,172,015 | 1,111,367 | 60,648 | 13.4 | 41% |
| 2018 | 935,448 | 975,691 | −40,243 | 14.5 | 40% |
| 2019 | 842,086 | 820,230 | 21,856 | 19.4 | 41% |
| 2020 | 628,208 | 750,317 | −122,109 | 18.2 | 47% |
| 2021 | 1,063,628 | 860,913 | 202,715 | 17.0 | 43% |
| 2022 | 1,674,956 | 2,002,628 | −327,672 | 5.0 | 51% |
| 2023 | 1,674,956 | 2,002,628 | −327,672 | 5.0 | 51% |
In its most recent public year (2023), this organization spent $327,672 more than it brought in. Its reserves stood at about 5 months of spending, down from 13.5 in 2011. Staff pay was 51% of spending. $266,249 of its net assets are donor-restricted.
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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