Northern California Volleyball Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 3,355,237 | 3,419,827 | −64,590 | 1.1 | 11% |
| 2012 | 3,773,745 | 3,482,119 | 291,626 | 2.1 | 10% |
| 2013 | 4,160,634 | 3,857,712 | 302,922 | 2.8 | 10% |
| 2014 | 4,656,711 | 5,023,253 | −366,542 | 1.3 | 7% |
| 2015 | 4,997,074 | 5,458,374 | −461,300 | 0.2 | 8% |
| 2016 | 5,913,969 | 5,290,148 | 623,821 | 1.6 | 8% |
| 2017 | 6,519,259 | 5,499,075 | 1,020,184 | 3.8 | 10% |
| 2018 | 6,534,252 | 6,249,848 | 284,404 | 3.9 | 12% |
| 2019 | 7,556,603 | 6,938,830 | 617,773 | 4.4 | 14% |
| 2020 | 3,930,120 | 4,455,187 | −525,067 | 5.6 | 18% |
| 2021 | 3,791,624 | 3,425,417 | 366,207 | 8.7 | 21% |
In its most recent public year (2021), this organization brought in $366,207 more than it spent. Its reserves stood at about 8.7 months of spending, up from 1.1 in 2011. Staff pay was 21% 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 2021. 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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works