Imagine Leadership Academy
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2014 | 2,092,163 | 2,206,252 | −114,089 | -0.6 | 0% |
| 2015 | 2,137,526 | 2,304,313 | −166,787 | -11.0 | 0% |
| 2016 | 2,059,105 | 2,478,791 | −419,686 | -12.3 | 0% |
| 2017 | 1,826,423 | 2,536,471 | −710,048 | -15.4 | 0% |
| 2018 | 1,819,419 | 1,614,079 | 205,340 | -26.3 | 0% |
| 2019 | 1,749,665 | 1,881,697 | −132,032 | -23.4 | 1% |
| 2020 | 1,653,666 | 1,821,688 | −168,022 | -25.3 | 1% |
| 2021 | 1,524,802 | 1,908,833 | −384,031 | -26.6 | 1% |
| 2022 | 2,212,349 | 2,105,707 | 106,642 | -26.5 | 1% |
| 2023 | 3,214,040 | 2,735,387 | 478,653 | -6.2 | 1% |
| 2024 | 2,825,362 | 2,459,515 | 365,847 | -7.3 | 1% |
In its most recent public year (2024), this organization brought in $365,847 more than it spent. Its liabilities exceeded its net assets — reserves were below zero (-7.3 months), down from -0.6 in 2014. Staff pay was 1% 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 2024. 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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