Greater San Antonio Area Tourism Council
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 332,508 | 340,997 | −8,489 | -1.2 | 37% |
| 2012 | 346,232 | 346,714 | −482 | -1.2 | 39% |
| 2013 | 320,500 | 320,326 | 174 | -1.3 | 41% |
| 2014 | 382,584 | 343,480 | 39,104 | 0.2 | 42% |
| 2015 | 400,683 | 327,100 | 73,583 | 2.9 | 45% |
| 2016 | 385,587 | 339,728 | 45,859 | 4.2 | 43% |
| 2017 | 344,360 | 351,703 | −7,343 | 3.8 | 41% |
| 2018 | 416,882 | 364,956 | 51,926 | 5.3 | 39% |
| 2019 | 340,415 | 449,744 | −109,329 | 0.4 | 30% |
| 2020 | 221,785 | 199,162 | 22,623 | 2.2 | 45% |
| 2021 | 236,186 | 190,557 | 45,629 | 5.1 | 34% |
| 2022 | 159,276 | 201,678 | −42,402 | 6.0 | 50% |
| 2023 | 209,502 | 242,156 | −32,654 | 3.4 | 41% |
In its most recent public year (2023), this organization spent $32,654 more than it brought in. Its reserves stood at about 3.4 months of spending, up from -1.2 in 2011. Staff pay was 41% 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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