Safari Club International
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 37,176 | 37,211 | −35 | 13.5 | — |
| 2013 | 65,393 | 48,102 | 17,291 | 14.8 | — |
| 2014 | 32,324 | 40,495 | −8,171 | 15.1 | — |
| 2015 | 110,923 | 110,807 | 116 | 5.5 | — |
| 2016 | 76,745 | 85,584 | −8,839 | 5.9 | — |
| 2017 | 37,282 | 30,802 | 6,480 | 19.0 | — |
| 2018 | 48,181 | 30,896 | 17,285 | 25.7 | — |
| 2019 | 31,823 | 30,835 | 988 | 26.1 | — |
| 2020 | 17,632 | 23,509 | −5,877 | 31.2 | — |
| 2021 | 49,096 | 15,003 | 34,093 | 76.2 | — |
| 2022 | 23,221 | 23,808 | −587 | 47.7 | — |
In its most recent public year (2022), this organization spent $587 more than it brought in. Its reserves stood at about 47.7 months of spending, up from 13.5 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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