The Center For Social Capital Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 404,231 | 398,050 | 6,181 | 2.6 | 33% |
| 2012 | 274,860 | 289,487 | −14,627 | 3.0 | 43% |
| 2013 | 190,151 | 160,401 | 29,750 | 7.6 | 73% |
| 2014 | 389,231 | 326,147 | 63,084 | 6.1 | 43% |
| 2015 | 610,581 | 427,824 | 182,757 | 9.8 | 0% |
| 2016 | 415,706 | 421,093 | −5,387 | 9.8 | 46% |
| 2017 | 1,989,158 | 1,670,655 | 318,503 | 5.0 | 41% |
| 2018 | 1,991,811 | 1,943,966 | 47,845 | 4.5 | 40% |
| 2019 | 1,893,007 | 1,864,283 | 28,724 | 4.9 | 38% |
| 2020 | 1,741,569 | 1,568,571 | 172,998 | 7.2 | 51% |
| 2021 | 2,155,380 | 2,049,590 | 105,790 | 6.0 | 43% |
| 2022 | 1,503,742 | 1,662,840 | −159,098 | 6.2 | 47% |
| 2023 | 1,856,779 | 1,847,790 | 8,989 | 5.6 | 47% |
In its most recent public year (2023), this organization brought in $8,989 more than it spent. Its reserves stood at about 5.6 months of spending, up from 2.6 in 2011. Staff pay was 47% of spending. $57,302 of its net assets are donor-restricted.
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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