Sephardic Community Alliance
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 343,828 | 664,692 | −320,864 | -18.6 | 0% |
| 2012 | 473,675 | 793,711 | −320,036 | -20.4 | 4% |
| 2013 | 540,716 | 787,210 | −246,494 | -24.4 | 4% |
| 2014 | 668,633 | 862,002 | −193,369 | -24.9 | 3% |
| 2015 | 1,222,836 | 1,074,246 | 148,590 | -18.4 | 5% |
| 2016 | 2,254,314 | 1,267,943 | 986,371 | -6.2 | 5% |
| 2017 | 1,150,499 | 1,226,713 | −76,214 | -7.2 | 4% |
| 2018 | 1,155,371 | 1,044,963 | 110,408 | -7.1 | 7% |
| 2019 | 781,346 | 719,784 | 61,562 | -9.4 | 1% |
| 2020 | 684,180 | 559,417 | 124,763 | -9.4 | 5% |
| 2021 | 844,538 | 655,193 | 189,345 | -4.5 | 8% |
| 2022 | 978,881 | 950,013 | 28,868 | -2.8 | 19% |
| 2023 | 1,111,103 | 1,502,123 | −391,020 | -4.9 | 20% |
In its most recent public year (2023), this organization spent $391,020 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-4.9 months), up from -18.6 in 2011. Staff pay was 20% 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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