Committee For A Better New Orleans
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 474,744 | 375,238 | 99,506 | 17.0 | 51% |
| 2012 | 242,479 | 281,127 | −38,648 | 22.2 | 61% |
| 2013 | 422,312 | 337,475 | 84,837 | 22.7 | 64% |
| 2014 | 180,615 | 313,988 | −133,373 | 19.4 | 60% |
| 2015 | 345,817 | 270,924 | 74,893 | 24.7 | 53% |
| 2016 | 319,465 | 345,072 | −25,607 | 18.7 | 56% |
| 2017 | 330,837 | 358,088 | −27,251 | 18.9 | 60% |
| 2018 | 279,831 | 285,427 | −5,596 | 21.8 | 60% |
| 2019 | 200,366 | 271,146 | −70,780 | 22.3 | 58% |
| 2020 | 116,667 | 78,122 | 38,545 | 53.6 | — |
| 2021 | 227,211 | 88,358 | 138,853 | 66.7 | 79% |
| 2022 | 97,155 | 184,408 | −87,253 | 26.3 | 59% |
| 2023 | 239,122 | 153,136 | 85,986 | 38.4 | 74% |
In its most recent public year (2023), this organization brought in $85,986 more than it spent. Its reserves stood at about 38.4 months of spending, up from 17 in 2011. Staff pay was 74% of spending. $464,266 of its net assets are donor-restricted.
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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