The Wyoming Hospitality And Travel Coalition
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 398,589 | 427,093 | −28,504 | 4.6 | 0% |
| 2012 | 475,030 | 472,542 | 2,488 | 4.2 | 0% |
| 2013 | 413,476 | 439,273 | −25,797 | 3.8 | 0% |
| 2014 | 468,250 | 404,383 | 63,867 | 6.1 | 0% |
| 2015 | 440,032 | 411,801 | 28,231 | 6.8 | 0% |
| 2016 | 473,029 | 442,036 | 30,993 | 7.2 | 0% |
| 2017 | 399,453 | 441,980 | −42,527 | 6.0 | 0% |
| 2018 | 449,592 | 472,282 | −22,690 | 5.0 | 0% |
| 2019 | 298,948 | 352,729 | −53,781 | 4.9 | 0% |
| 2020 | 186,071 | 230,187 | −44,116 | 5.2 | 0% |
| 2021 | 202,148 | 170,565 | 31,583 | 9.3 | 0% |
| 2022 | 262,915 | 240,654 | 22,261 | 9.9 | 0% |
| 2023 | 287,110 | 266,424 | 20,686 | 9.8 | 0% |
In its most recent public year (2023), this organization brought in $20,686 more than it spent. Its reserves stood at about 9.8 months of spending, up from 4.6 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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