The Jerusalem Connection
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 459,434 | 614,456 | −155,022 | 5.1 | 22% |
| 2012 | 633,940 | 578,341 | 55,599 | 6.5 | 26% |
| 2013 | 845,187 | 819,242 | 25,945 | 5.0 | 16% |
| 2014 | 941,728 | 899,705 | 42,023 | 5.1 | 15% |
| 2015 | 1,532,541 | 964,522 | 568,019 | 11.8 | 18% |
| 2016 | 1,182,796 | 1,152,016 | 30,780 | 10.2 | 19% |
| 2017 | 479,524 | 922,687 | −443,163 | 7.0 | 21% |
| 2018 | 697,229 | 763,255 | −66,026 | 7.4 | 28% |
| 2019 | 553,519 | 522,244 | 31,275 | 11.6 | 33% |
| 2020 | 293,915 | 466,529 | −172,614 | 8.5 | 34% |
| 2021 | 589,284 | 744,408 | −155,124 | 2.8 | 27% |
| 2022 | 938,949 | 1,008,085 | −69,136 | 1.3 | 20% |
In its most recent public year (2022), this organization spent $69,136 more than it brought in. Its reserves stood at about 1.3 months of spending, down from 5.1 in 2011. Staff pay was 20% 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 2022. 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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