A Bridge To Opportunity Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 292,240 | 293,276 | −1,036 | -6.8 | 0% |
| 2012 | 316,169 | 289,868 | 26,301 | -5.8 | 0% |
| 2013 | 323,123 | 289,555 | 33,568 | -4.4 | 0% |
| 2014 | 350,549 | 302,168 | 48,381 | -2.3 | 0% |
| 2015 | 351,371 | 165,335 | 186,036 | 5.4 | 0% |
| 2016 | 1,449,370 | 230,803 | 1,218,567 | 63.3 | 0% |
| 2017 | 324,906 | 347,367 | −22,461 | 41.3 | 0% |
| 2018 | 321,967 | 342,686 | −20,719 | 41.2 | 0% |
| 2019 | 667,272 | 698,125 | −30,853 | 19.7 | 0% |
| 2020 | 699,767 | 734,453 | −34,686 | 18.1 | 0% |
| 2021 | 671,730 | 626,119 | 45,611 | 22.2 | 0% |
| 2022 | 628,513 | 706,035 | −77,522 | 18.3 | 0% |
| 2023 | 651,502 | 658,922 | −7,420 | 19.4 | 0% |
In its most recent public year (2023), this organization spent $7,420 more than it brought in. Its reserves stood at about 19.4 months of spending, up from -6.8 in 2011. 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 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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