Downtown Springfield Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2015 | 190,928 | 175,238 | 15,690 | 2.1 | 63% |
| 2016 | 440,082 | 433,160 | 6,922 | 1.0 | 52% |
| 2017 | 472,556 | 435,692 | 36,864 | 2.1 | 45% |
| 2018 | 388,592 | 383,344 | 5,248 | 2.5 | 48% |
| 2019 | 399,295 | 387,902 | 11,393 | 2.8 | 48% |
| 2020 | 363,432 | 363,308 | 124 | 3.0 | 55% |
| 2021 | 342,467 | 315,326 | 27,141 | 4.5 | 60% |
| 2022 | 408,546 | 357,928 | 50,618 | 5.7 | 55% |
| 2023 | 444,117 | 456,896 | −12,779 | 4.1 | 60% |
In its most recent public year (2023), this organization spent $12,779 more than it brought in. Its reserves stood at about 4.1 months of spending, up from 2.1 in 2015. Staff pay was 60% 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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