California Federation Of Womens Clubs
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 42,708 | 39,806 | 2,902 | 3.8 | — |
| 2013 | 107,526 | 64,652 | 42,874 | 10.3 | — |
| 2014 | 89,959 | 82,253 | 7,706 | 9.2 | — |
| 2015 | 248,549 | 215,586 | 32,963 | 5.4 | 0% |
| 2016 | 46,187 | 78,298 | −32,111 | 9.8 | — |
| 2017 | 160,846 | 100,763 | 60,083 | 14.8 | — |
| 2018 | 132,639 | 157,519 | −24,880 | 7.6 | — |
| 2019 | 156,132 | 187,264 | −31,132 | 4.4 | — |
| 2020 | 144,339 | 145,224 | −885 | 5.6 | — |
| 2021 | 95,624 | 115,774 | −20,150 | 8.6 | — |
| 2022 | 34,578 | 38,383 | −3,805 | 24.8 | — |
In its most recent public year (2022), this organization spent $3,805 more than it brought in. Its reserves stood at about 24.8 months of spending, up from 3.8 in 2012.
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 2022. 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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