Amy Schulz Child Advocacy Center Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 296,146 | 278,570 | 17,576 | 10.9 | 64% |
| 2012 | 275,341 | 269,713 | 5,628 | 11.5 | 69% |
| 2013 | 272,066 | 267,927 | 4,139 | 11.7 | 67% |
| 2014 | 279,656 | 263,092 | 16,564 | 12.7 | 71% |
| 2015 | 280,229 | 278,983 | 1,246 | 12.0 | 66% |
| 2016 | 303,905 | 295,404 | 8,501 | 11.7 | 71% |
| 2017 | 281,427 | 320,442 | −39,015 | 9.3 | 68% |
| 2018 | 389,370 | 322,815 | 66,555 | 11.7 | 64% |
| 2019 | 350,976 | 342,448 | 8,528 | 11.4 | 66% |
| 2020 | 290,693 | 340,258 | −49,565 | 9.7 | 65% |
| 2021 | 354,085 | 335,651 | 18,434 | 10.5 | 70% |
| 2022 | 285,992 | 396,555 | −110,563 | 5.5 | 70% |
| 2023 | 419,447 | 352,120 | 67,327 | 8.6 | 66% |
In its most recent public year (2023), this organization brought in $67,327 more than it spent. Its reserves stood at about 8.6 months of spending, down from 10.9 in 2011. Staff pay was 66% 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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