Bridge To Hope Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 390,932 | 355,097 | 35,835 | 8.3 | 64% |
| 2012 | 389,625 | 394,565 | −4,940 | 7.3 | 67% |
| 2013 | 456,191 | 398,127 | 58,064 | 9.0 | 68% |
| 2014 | 390,944 | 403,558 | −12,614 | 8.5 | 74% |
| 2015 | 636,947 | 431,603 | 205,344 | 13.2 | 71% |
| 2016 | 573,737 | 569,657 | 4,080 | 10.3 | 74% |
| 2017 | 944,373 | 623,098 | 321,275 | 16.1 | 67% |
| 2018 | 840,458 | 683,536 | 156,922 | 17.1 | 65% |
| 2019 | 733,115 | 715,839 | 17,276 | 16.8 | 67% |
| 2020 | 1,044,845 | 853,053 | 191,792 | 16.9 | 73% |
| 2021 | 1,103,770 | 890,611 | 213,159 | 19.0 | 70% |
| 2022 | 1,045,755 | 971,059 | 74,696 | 17.8 | 68% |
| 2023 | 979,257 | 972,390 | 6,867 | 18.1 | 71% |
In its most recent public year (2023), this organization brought in $6,867 more than it spent. Its reserves stood at about 18.1 months of spending, up from 8.3 in 2011. Staff pay was 71% 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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