Imagine Center For Conflict Transformation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 80,000 | 65,829 | 14,171 | 2.6 | 41% |
| 2012 | 83,717 | 96,269 | −12,552 | 0.2 | — |
| 2013 | 368,835 | 236,681 | 132,154 | 6.8 | 24% |
| 2014 | 255,379 | 297,108 | −41,729 | 3.4 | 47% |
| 2015 | 153,698 | 126,812 | 26,886 | 10.4 | — |
| 2016 | 41,756 | 146,916 | −105,160 | 0.4 | — |
| 2017 | 159,149 | 123,196 | 35,953 | 4.0 | — |
| 2018 | 153,071 | 136,720 | 16,351 | 5.0 | — |
| 2019 | 173,003 | 187,418 | −14,415 | 2.8 | — |
| 2020 | 105,772 | 86,049 | 19,723 | 8.7 | — |
| 2021 | 261,718 | 208,676 | 53,042 | 6.7 | 41% |
| 2022 | 236,206 | 278,090 | −41,884 | 3.2 | 38% |
| 2023 | 446,857 | 359,808 | 87,049 | 5.4 | 22% |
In its most recent public year (2023), this organization brought in $87,049 more than it spent. Its reserves stood at about 5.4 months of spending, up from 2.6 in 2011. Staff pay was 22% 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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