Committee On Church Cooperation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 250,735 | 209,737 | 40,998 | 13.0 | 53% |
| 2012 | 231,036 | 233,543 | −2,507 | 11.5 | 52% |
| 2013 | 250,491 | 215,330 | 35,161 | 14.5 | 55% |
| 2014 | 234,408 | 238,850 | −4,442 | 12.8 | 50% |
| 2015 | 233,399 | 229,313 | 4,086 | 13.6 | 51% |
| 2016 | 2,305,703 | 2,301,228 | 4,475 | 1.4 | 6% |
| 2017 | 2,402,687 | 2,441,658 | −38,971 | 1.1 | 6% |
| 2018 | 2,453,205 | 2,487,193 | −33,988 | 0.9 | 6% |
| 2019 | 1,974,945 | 1,996,304 | −21,359 | 1.0 | 6% |
| 2020 | 1,640,805 | 1,558,731 | 82,074 | 1.9 | 8% |
| 2021 | 1,810,155 | 1,789,008 | 21,147 | 1.8 | 7% |
| 2022 | 1,938,341 | 1,930,699 | 7,642 | 1.7 | 7% |
| 2023 | 2,175,602 | 2,185,180 | −9,578 | 1.5 | 6% |
In its most recent public year (2023), this organization spent $9,578 more than it brought in. Its reserves stood at about 1.5 months of spending, down from 13 in 2011. Staff pay was 6% 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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