Coronado Tourism Improvement District
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 85,651 | 0 | 85,651 | — | — |
| 2012 | 517,681 | 575,577 | −57,896 | 0.6 | 13% |
| 2013 | 546,584 | 517,036 | 29,548 | 1.3 | 0% |
| 2014 | 579,057 | 544,183 | 34,874 | 2.0 | 13% |
| 2015 | 635,464 | 542,010 | 93,454 | 4.1 | 13% |
| 2016 | 1,180,402 | 734,352 | 446,050 | 10.3 | 11% |
| 2017 | 1,342,381 | 1,469,434 | −127,053 | 4.1 | 6% |
| 2018 | 1,406,966 | 1,449,409 | −42,443 | 3.8 | 10% |
| 2019 | 1,431,963 | 1,289,883 | 142,080 | 5.6 | 6% |
| 2020 | 986,547 | 994,331 | −7,784 | 7.2 | 10% |
| 2021 | 863,985 | 571,984 | 292,001 | 19.0 | 17% |
| 2022 | 1,818,212 | 1,050,399 | 767,813 | 19.4 | 11% |
| 2023 | 2,114,067 | 1,903,917 | 210,150 | 12.0 | 12% |
In its most recent public year (2023), this organization brought in $210,150 more than it spent. Its reserves stood at about 12 months of spending. Staff pay was 12% 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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