American Culinary Federation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 140,924 | 120,154 | 20,770 | 23.1 | — |
| 2012 | 165,755 | 155,477 | 10,278 | 18.6 | — |
| 2013 | 179,002 | 151,368 | 27,634 | 21.3 | — |
| 2014 | 158,993 | 125,923 | 33,070 | 28.8 | — |
| 2015 | 358,477 | 317,004 | 41,473 | 13.0 | 0% |
| 2016 | 130,078 | 144,312 | −14,234 | 25.4 | — |
| 2017 | 81,612 | 103,137 | −21,525 | 33.1 | — |
| 2018 | 94,931 | 124,643 | −29,712 | 24.5 | — |
| 2019 | 81,224 | 103,417 | −22,193 | 26.9 | — |
| 2020 | 26,533 | 37,141 | −10,608 | 71.6 | — |
| 2021 | 42,362 | 41,581 | 781 | 64.2 | — |
| 2022 | 6,604 | 32,097 | −25,493 | 73.6 | — |
| 2023 | 13,420 | 28,366 | −14,946 | 77.0 | — |
In its most recent public year (2023), this organization spent $14,946 more than it brought in. Its reserves stood at about 77 months of spending, up from 23.1 in 2011.
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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