Culbertson Saddle Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2015 | 100,489 | 65,283 | 35,206 | 11.6 | — |
| 2016 | 88,180 | 84,331 | 3,849 | 9.5 | — |
| 2017 | 75,049 | 73,587 | 1,462 | 11.2 | — |
| 2018 | 52,229 | 62,965 | −10,736 | 11.0 | — |
| 2019 | 59,309 | 63,683 | −4,374 | 10.1 | — |
| 2021 | 57,228 | 56,625 | 603 | 11.2 | — |
| 2022 | 71,788 | 68,161 | 3,627 | 9.9 | — |
| 2023 | 79,955 | 69,113 | 10,842 | 11.7 | — |
In its most recent public year (2023), this organization brought in $10,842 more than it spent. Its reserves stood at about 11.7 months 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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