Safari Club International
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 30,996 | 36,389 | −5,393 | 15.0 | — |
| 2013 | 24,422 | 38,269 | −13,847 | 9.9 | — |
| 2014 | 20,028 | 24,216 | −4,188 | 13.6 | — |
| 2015 | 28,338 | 14,101 | 14,237 | 35.4 | — |
| 2016 | 38,574 | 24,935 | 13,639 | 26.6 | — |
| 2017 | 48,881 | 33,403 | 15,478 | 25.4 | — |
| 2018 | 54,678 | 42,147 | 12,531 | 23.7 | — |
| 2019 | 39,725 | 46,794 | −7,069 | 19.5 | — |
| 2020 | 58,737 | 52,272 | 6,465 | 19.0 | — |
| 2021 | 44,856 | 34,216 | 10,640 | 32.7 | — |
| 2022 | 73,972 | 77,043 | −3,071 | 14.1 | 0% |
| 2023 | 134,433 | 131,960 | 2,473 | 8.4 | 0% |
In its most recent public year (2023), this organization brought in $2,473 more than it spent. Its reserves stood at about 8.4 months of spending, down from 15 in 2012. Staff pay was 0% 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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