Safari Club International
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2013 | 28,359 | 19,293 | 9,066 | 17.3 | — |
| 2014 | 28,359 | 19,293 | 9,066 | 17.3 | — |
| 2015 | 14,297 | 12,289 | 2,008 | 30.8 | — |
| 2016 | 11,157 | 16,113 | −4,956 | 19.8 | — |
| 2017 | 12,163 | 11,548 | 615 | 28.2 | — |
| 2018 | 16,551 | 7,108 | 9,443 | 61.8 | — |
| 2019 | 9,833 | 12,958 | −3,125 | 31.1 | — |
| 2020 | 20,361 | 8,887 | 11,474 | 60.8 | — |
| 2021 | 17,911 | 17,825 | 86 | 30.4 | — |
| 2022 | 16,260 | 15,198 | 1,062 | 36.5 | — |
| 2023 | 22,154 | 19,407 | 2,747 | 30.3 | — |
In its most recent public year (2023), this organization brought in $2,747 more than it spent. Its reserves stood at about 30.3 months of spending, up from 17.3 in 2013.
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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