Colorado Gaming Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 472,758 | 650,960 | −178,202 | 8.0 | 19% |
| 2012 | 634,193 | 604,879 | 29,314 | 9.1 | 19% |
| 2013 | 662,524 | 480,953 | 181,571 | 16.0 | 24% |
| 2014 | 582,986 | 655,675 | −72,689 | 10.4 | 21% |
| 2015 | 560,845 | 517,435 | 43,410 | 14.2 | 29% |
| 2016 | 502,488 | 596,510 | −94,022 | 10.4 | 25% |
| 2017 | 372,719 | 548,074 | −175,355 | 7.5 | 35% |
| 2018 | 491,060 | 755,598 | −264,538 | 1.3 | 35% |
| 2019 | 579,020 | 609,779 | −30,759 | 1.0 | 25% |
| 2020 | 440,482 | 378,031 | 62,451 | 3.5 | 40% |
| 2021 | 612,778 | 529,388 | 83,390 | 4.4 | 26% |
| 2022 | 680,242 | 575,685 | 104,557 | 6.2 | 28% |
| 2023 | 584,674 | 545,664 | 39,010 | 7.4 | 27% |
In its most recent public year (2023), this organization brought in $39,010 more than it spent. Its reserves stood at about 7.4 months of spending. Staff pay was 27% 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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