California Bicycle Coalition
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 174,174 | 170,651 | 3,523 | 0.6 | — |
| 2012 | 241,312 | 227,006 | 14,306 | 1.2 | 18% |
| 2013 | 155,075 | 150,618 | 4,457 | 2.2 | 54% |
| 2014 | 209,825 | 243,728 | −33,903 | -0.3 | 46% |
| 2015 | 447,110 | 397,797 | 49,313 | 1.3 | 52% |
| 2016 | 676,584 | 614,677 | 61,907 | 1.7 | 52% |
| 2017 | 636,592 | 669,451 | −32,859 | 1.0 | 56% |
| 2018 | 923,762 | 875,955 | 47,807 | 1.4 | 55% |
| 2019 | 691,908 | 714,949 | −23,041 | 1.3 | 66% |
| 2020 | 725,060 | 862,136 | −137,076 | -0.8 | 58% |
| 2021 | 932,083 | 874,099 | 57,984 | -0.0 | 62% |
| 2022 | 1,011,266 | 969,127 | 42,139 | 0.5 | 46% |
| 2023 | 649,748 | 695,038 | −45,290 | -0.1 | 58% |
In its most recent public year (2023), this organization spent $45,290 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-0.1 months). Staff pay was 58% 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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