California Sustainable Winegrowing Alliance
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 749,825 | 640,984 | 108,841 | 3.7 | 5% |
| 2012 | 958,010 | 909,635 | 48,375 | 3.3 | 8% |
| 2013 | 979,615 | 933,185 | 46,430 | 3.8 | 12% |
| 2014 | 411,772 | 439,449 | −27,677 | 7.3 | 30% |
| 2015 | 452,103 | 473,923 | −21,820 | 6.2 | 33% |
| 2016 | 539,932 | 547,991 | −8,059 | 5.2 | 28% |
| 2017 | 650,217 | 667,223 | −17,006 | 4.0 | 37% |
| 2018 | 564,918 | 560,197 | 4,721 | 4.8 | 48% |
| 2019 | 712,332 | 745,806 | −33,474 | 3.1 | 42% |
| 2020 | 826,139 | 734,540 | 91,599 | 4.6 | 41% |
| 2021 | 750,435 | 797,969 | −47,534 | 2.2 | 52% |
| 2022 | 655,645 | 686,770 | −31,125 | 2.0 | 59% |
| 2023 | 661,759 | 739,148 | −77,389 | 0.6 | 55% |
In its most recent public year (2023), this organization spent $77,389 more than it brought in. Its reserves stood at about 0.6 months of spending, down from 3.7 in 2011. Staff pay was 55% 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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