Northern California Construction & Training Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 4,166,573 | 4,306,391 | −139,818 | 0.1 | 54% |
| 2013 | 3,839,969 | 3,879,246 | −39,277 | 0.0 | 46% |
| 2014 | 4,273,677 | 4,276,348 | −2,671 | 0.3 | 53% |
| 2015 | 4,717,919 | 4,621,555 | 96,364 | 0.6 | 55% |
| 2016 | 5,378,645 | 5,526,482 | −147,837 | 0.2 | 42% |
| 2017 | 6,558,148 | 6,647,545 | −89,397 | -0.0 | 42% |
| 2018 | 9,881,239 | 9,745,366 | 135,873 | 0.1 | 52% |
| 2019 | 10,725,494 | 10,592,876 | 132,618 | 0.3 | 77% |
| 2020 | 6,756,153 | 7,263,733 | −507,580 | -0.4 | 72% |
| 2021 | 2,837,089 | 3,578,716 | −741,627 | -3.4 | 50% |
| 2023 | 4,368,608 | 2,915,139 | 1,453,469 | 3.4 | 51% |
In its most recent public year (2023), this organization brought in $1,453,469 more than it spent. Its reserves stood at about 3.4 months of spending, up from 0.1 in 2012. Staff pay was 51% 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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