Orlando Ski Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 328,680 | 341,192 | −12,512 | 3.9 | 0% |
| 2013 | 390,706 | 376,690 | 14,016 | 4.0 | 0% |
| 2014 | 483,375 | 475,427 | 7,948 | 3.3 | 0% |
| 2015 | 371,887 | 334,334 | 37,553 | 6.1 | 0% |
| 2016 | 459,961 | 489,885 | −29,924 | 3.4 | 0% |
| 2017 | 605,878 | 613,653 | −7,775 | 2.6 | 0% |
| 2018 | 491,744 | 510,290 | −18,546 | 2.7 | 0% |
| 2019 | 630,340 | 633,463 | −3,123 | 2.1 | 0% |
| 2020 | 582,087 | 578,516 | 3,571 | 2.4 | 0% |
| 2021 | 149,700 | 163,552 | −13,852 | 7.3 | 0% |
| 2022 | 704,824 | 711,951 | −7,127 | 1.6 | 0% |
| 2023 | 1,025,058 | 1,042,130 | −17,072 | 0.9 | 0% |
| 2024 | 889,289 | 891,781 | −2,492 | 1.0 | 0% |
In its most recent public year (2024), this organization spent $2,492 more than it brought in. Its reserves stood at about 1 months of spending, down from 3.9 in 2012. Staff pay was 0% 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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