American College Of Investment Counsel
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 250,772 | 243,486 | 7,286 | 13.1 | 0% |
| 2012 | 268,005 | 243,592 | 24,413 | 14.3 | 0% |
| 2013 | 249,728 | 342,538 | −92,810 | 6.9 | 0% |
| 2014 | 281,790 | 361,901 | −80,111 | 3.9 | 0% |
| 2015 | 355,285 | 313,195 | 42,090 | 7.5 | 0% |
| 2016 | 351,874 | 310,193 | 41,681 | 9.2 | 0% |
| 2017 | 376,921 | 347,640 | 29,281 | 9.2 | 0% |
| 2018 | 378,215 | 331,728 | 46,487 | 11.3 | 0% |
| 2019 | 388,871 | 382,543 | 6,328 | 10.0 | 0% |
| 2020 | 132,988 | 136,848 | −3,860 | 27.7 | 0% |
| 2021 | 162,712 | 144,653 | 18,059 | 27.7 | 0% |
| 2022 | 318,645 | 342,446 | −23,801 | 10.9 | 0% |
| 2023 | 378,377 | 383,253 | −4,876 | 9.6 | 0% |
In its most recent public year (2023), this organization spent $4,876 more than it brought in. Its reserves stood at about 9.6 months of spending, down from 13.1 in 2011. Staff pay was 0% 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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