Multi-Cultural Foodservice & Hospitality Alliance
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 822,613 | 839,524 | −16,911 | 2.7 | 50% |
| 2012 | 845,902 | 915,777 | −69,875 | 1.6 | 46% |
| 2013 | 482,579 | 569,608 | −87,029 | 0.7 | 40% |
| 2014 | 647,007 | 1,057,266 | −410,259 | -4.3 | 46% |
| 2015 | 645,954 | 921,951 | −275,997 | -8.5 | 54% |
| 2016 | 346,857 | 502,099 | −155,242 | 0.1 | 40% |
| 2017 | 909,519 | 981,646 | −72,127 | -0.8 | 37% |
| 2018 | 911,166 | 987,807 | −76,641 | -1.8 | 39% |
| 2019 | 868,012 | 1,044,152 | −176,140 | -3.7 | 36% |
| 2020 | 3,230,340 | 885,580 | 2,344,760 | 27.4 | 37% |
| 2021 | 1,184,233 | 1,308,333 | −124,100 | 17.4 | 28% |
| 2022 | 1,100,647 | 2,976,541 | −1,875,894 | 0.1 | 20% |
| 2023 | 1,567,286 | 1,265,051 | 302,235 | 3.1 | 45% |
In its most recent public year (2023), this organization brought in $302,235 more than it spent. Its reserves stood at about 3.1 months of spending. Staff pay was 45% of spending. $1,157,000 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
Multi-Cultural Foodservice & Hospitality Alliance's IRS filings as a feed — one entry per filing year, through 2023. Add the address to any feed reader; in Slack, send /feed subscribe with it (pasting the link alone won't subscribe). How this feed works