Croplife Latin America Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,435,289 | 2,429,983 | 5,306 | 4.0 | 28% |
| 2012 | 2,459,182 | 2,561,204 | −102,022 | 3.3 | 35% |
| 2013 | 2,849,689 | 2,963,671 | −113,982 | 2.4 | 36% |
| 2014 | 3,370,262 | 3,122,895 | 247,367 | 3.2 | 46% |
| 2015 | 3,272,286 | 3,108,423 | 163,863 | 3.9 | 39% |
| 2016 | 2,954,294 | 2,849,889 | 104,405 | 4.6 | 45% |
| 2017 | 3,428,000 | 2,900,057 | 527,943 | 6.7 | 50% |
| 2018 | 3,321,235 | 2,995,128 | 326,107 | 8.2 | 51% |
| 2019 | 3,311,269 | 2,867,880 | 443,389 | 10.4 | 51% |
| 2020 | 1,538,306 | 2,234,049 | −695,743 | 9.7 | 58% |
| 2023 | 2,591,209 | 2,440,522 | 150,687 | 10.9 | 57% |
In its most recent public year (2023), this organization brought in $150,687 more than it spent. Its reserves stood at about 10.9 months of spending, up from 4 in 2011. Staff pay was 57% 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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