Beat Childhood Cancer Foundation Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 177,531 | 174,810 | 2,721 | 1.0 | — |
| 2012 | 192,560 | 159,362 | 33,198 | 3.6 | — |
| 2013 | 248,934 | 188,041 | 60,893 | 7.0 | 0% |
| 2014 | 1,326,221 | 860,451 | 465,770 | 8.0 | 0% |
| 2015 | 422,640 | 924,683 | −502,043 | 0.9 | 0% |
| 2016 | 728,372 | 760,041 | −31,669 | 0.6 | 9% |
| 2017 | 1,042,906 | 968,199 | 74,707 | 1.3 | 11% |
| 2018 | 1,118,299 | 1,194,923 | −76,624 | 0.3 | 10% |
| 2019 | 1,652,218 | 1,555,112 | 97,106 | 1.0 | 9% |
| 2020 | 2,162,103 | 1,419,421 | 742,682 | 7.3 | 16% |
| 2021 | 1,628,336 | 1,909,225 | −280,889 | 3.7 | 9% |
| 2022 | 4,488,841 | 1,661,665 | 2,827,176 | 24.7 | 13% |
| 2023 | 1,235,021 | 1,854,383 | −619,362 | 18.0 | 17% |
In its most recent public year (2023), this organization spent $619,362 more than it brought in. Its reserves stood at about 18 months of spending, up from 1 in 2011. Staff pay was 17% of spending. $2,415,305 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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