Christian Harvest International
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 227,418 | 224,179 | 3,239 | 0.3 | 38% |
| 2013 | 241,125 | 240,636 | 489 | 0.3 | 37% |
| 2014 | 248,175 | 235,649 | 12,526 | 0.9 | 39% |
| 2015 | 253,147 | 241,597 | 11,550 | 0.3 | 42% |
| 2016 | 314,276 | 310,298 | 3,978 | 0.4 | 33% |
| 2017 | 305,229 | 309,305 | −4,076 | 0.2 | 29% |
| 2018 | 318,615 | 352,863 | −34,248 | -1.3 | 33% |
| 2019 | 471,167 | 421,231 | 49,936 | 0.1 | 26% |
| 2020 | 559,660 | 514,913 | 44,747 | 1.2 | 16% |
| 2021 | 572,628 | 542,261 | 30,367 | 1.8 | 19% |
| 2022 | 543,028 | 539,168 | 3,860 | 1.8 | 22% |
In its most recent public year (2022), this organization brought in $3,860 more than it spent. Its reserves stood at about 1.8 months of spending, up from 0.3 in 2012. Staff pay was 22% 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 2022. 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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