Suzuki Institute Of Seattle
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 429,170 | 424,240 | 4,930 | 1.2 | 64% |
| 2012 | 426,297 | 426,508 | −211 | 1.2 | 64% |
| 2013 | 380,791 | 372,949 | 7,842 | 1.6 | 64% |
| 2014 | 342,822 | 339,895 | 2,927 | 1.9 | 63% |
| 2015 | 348,300 | 341,542 | 6,758 | 2.1 | 59% |
| 2016 | 344,149 | 357,885 | −13,736 | 3.1 | 59% |
| 2017 | 380,434 | 433,887 | −53,453 | 1.1 | 60% |
| 2018 | 415,114 | 386,487 | 28,627 | 2.1 | 66% |
| 2019 | 407,043 | 410,041 | −2,998 | 1.9 | 66% |
| 2020 | 403,976 | 397,651 | 6,325 | 2.2 | 70% |
| 2021 | 317,118 | 320,008 | −2,890 | 6.6 | 72% |
| 2022 | 291,872 | 370,220 | −78,348 | 4.5 | 66% |
| 2023 | 359,896 | 452,939 | −93,043 | 3.4 | 68% |
In its most recent public year (2023), this organization spent $93,043 more than it brought in. Its reserves stood at about 3.4 months of spending, up from 1.2 in 2011. Staff pay was 68% 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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