California Association For Child Life Professionals
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 4,582 | 3,152 | 1,430 | 27.0 | — |
| 2012 | 5,645 | 3,759 | 1,886 | 28.7 | — |
| 2013 | 0 | 0 | 0 | — | — |
| 2014 | 2,113 | 5,622 | −3,509 | 10.5 | — |
| 2015 | 21,918 | 8,547 | 13,371 | 25.7 | — |
| 2016 | 13,690 | 16,603 | −2,913 | 11.1 | — |
| 2017 | 8,624 | 6,692 | 1,932 | 31.0 | — |
| 2018 | 10,217 | 11,473 | −1,256 | 16.8 | — |
| 2019 | 2,981 | 3,175 | −194 | 60.0 | — |
| 2020 | 0 | 913 | −913 | 196.5 | — |
| 2021 | 0 | 802 | −802 | 211.7 | — |
| 2022 | 1 | 737 | −736 | 218.4 | — |
| 2023 | 4,724 | 6,197 | −1,473 | 23.1 | — |
In its most recent public year (2023), this organization spent $1,473 more than it brought in. Its reserves stood at about 23.1 months of spending, down from 27 in 2011.
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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