Safari Club International
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 41,137 | 26,740 | 14,397 | 61.3 | 0% |
| 2012 | 41,108 | 26,934 | 14,174 | 67.2 | 0% |
| 2013 | 53,640 | 29,587 | 24,053 | 70.9 | 0% |
| 2014 | 42,050 | 76,500 | −34,450 | 22.0 | 0% |
| 2015 | 46,643 | 29,750 | 16,893 | 63.5 | 0% |
| 2016 | 47,639 | 40,509 | 7,130 | 48.7 | 0% |
| 2017 | 78,812 | 50,742 | 28,070 | 45.5 | 0% |
| 2018 | 82,465 | 43,423 | 39,042 | 64.0 | 0% |
| 2019 | 57,515 | 107,281 | −49,766 | 20.3 | 0% |
| 2020 | 52,318 | 82,452 | −30,134 | 22.1 | 0% |
| 2021 | 66,248 | 50,304 | 15,944 | 40.0 | 0% |
| 2022 | 155,975 | 13,943 | 142,032 | 266.5 | 0% |
| 2023 | 67,756 | 9,200 | 58,556 | 480.3 | 0% |
In its most recent public year (2023), this organization brought in $58,556 more than it spent. Its reserves stood at about 480.3 months of spending, up from 61.3 in 2011. 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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