Leadership Snohomish County
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 93,684 | 72,278 | 21,406 | 9.0 | — |
| 2012 | 109,839 | 86,438 | 23,401 | 10.8 | — |
| 2013 | 106,607 | 100,526 | 6,081 | 10.0 | — |
| 2014 | 100,069 | 113,451 | −13,382 | 7.4 | — |
| 2015 | 119,270 | 135,477 | −16,207 | 4.8 | — |
| 2016 | 174,702 | 183,264 | −8,562 | 3.0 | — |
| 2017 | 279,415 | 249,096 | 30,319 | 3.7 | 33% |
| 2018 | 294,062 | 318,099 | −24,037 | 2.0 | 42% |
| 2019 | 457,277 | 424,902 | 32,375 | 2.4 | 41% |
| 2020 | 456,863 | 400,214 | 56,649 | 1.2 | 51% |
| 2021 | 440,551 | 441,765 | −1,214 | 1.1 | 49% |
| 2022 | 432,611 | 518,521 | −85,910 | -1.1 | 43% |
| 2023 | 305,253 | 174,396 | 130,857 | 5.4 | 29% |
In its most recent public year (2023), this organization brought in $130,857 more than it spent. Its reserves stood at about 5.4 months of spending, down from 9 in 2011. Staff pay was 29% 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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