Dangerfield Institute Of Urban Problems
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 2,227,292 | 2,063,655 | 163,637 | 1.0 | 35% |
| 2011 | 2,382,537 | 2,503,729 | −121,192 | 0.2 | 40% |
| 2012 | 2,464,288 | 2,435,278 | 29,010 | 0.4 | 45% |
| 2013 | 2,541,449 | 2,513,853 | 27,596 | 0.5 | 43% |
| 2014 | 2,424,042 | 2,428,879 | −4,837 | 0.6 | 45% |
| 2015 | 2,463,140 | 2,450,887 | 12,253 | 0.8 | 50% |
| 2016 | 2,691,795 | 2,825,956 | −134,161 | 0.1 | 51% |
| 2017 | 4,322,242 | 3,997,555 | 324,687 | 1.2 | 50% |
| 2018 | 4,569,748 | 4,571,942 | −2,194 | 1.1 | 53% |
| 2019 | 6,285,133 | 6,072,148 | 212,985 | 1.2 | 50% |
| 2020 | 7,801,026 | 6,957,730 | 843,296 | 3.9 | 61% |
| 2021 | 8,030,981 | 8,180,160 | −149,179 | 3.1 | 64% |
| 2022 | 8,301,971 | 8,495,568 | −193,597 | 2.7 | 48% |
| 2023 | 9,867,847 | 8,977,216 | 890,631 | 3.8 | 59% |
In its most recent public year (2023), this organization brought in $890,631 more than it spent. Its reserves stood at about 3.8 months of spending, up from 1 in 2010. Staff pay was 59% 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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