Urban Conservancy
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 304,041 | 212,633 | 91,408 | 6.7 | 40% |
| 2011 | 204,429 | 113,317 | 91,112 | 22.1 | 45% |
| 2012 | 212,331 | 169,186 | 43,145 | 17.9 | 34% |
| 2013 | 208,609 | 152,361 | 56,248 | 24.3 | 50% |
| 2014 | 254,393 | 188,154 | 66,239 | 23.9 | 54% |
| 2015 | 353,987 | 225,406 | 128,581 | 26.8 | 55% |
| 2016 | 312,153 | 273,601 | 38,552 | 23.8 | 56% |
| 2017 | 298,826 | 339,076 | −40,250 | 17.7 | 56% |
| 2018 | 560,457 | 500,433 | 60,024 | 13.5 | 40% |
| 2020 | 486,755 | 484,773 | 1,982 | 9.0 | 45% |
| 2021 | 528,259 | 464,480 | 63,779 | 13.5 | 45% |
| 2022 | 371,533 | 407,002 | −35,469 | 14.4 | 57% |
| 2023 | 328,330 | 354,436 | −26,106 | 15.6 | 69% |
In its most recent public year (2023), this organization spent $26,106 more than it brought in. Its reserves stood at about 15.6 months of spending, up from 6.7 in 2010. Staff pay was 69% 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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