Camp Fire
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 296,238 | 274,924 | 21,314 | 15.3 | 34% |
| 2012 | 364,895 | 297,966 | 66,929 | 16.8 | 33% |
| 2013 | 314,894 | 322,847 | −7,953 | 15.2 | 36% |
| 2014 | 348,579 | 381,452 | −32,873 | 12.5 | 35% |
| 2015 | 371,597 | 379,630 | −8,033 | 12.3 | 34% |
| 2016 | 392,908 | 434,532 | −41,624 | 9.6 | 35% |
| 2017 | 450,713 | 498,546 | −47,833 | 7.3 | 40% |
| 2018 | 505,675 | 527,051 | −21,376 | 6.3 | 46% |
| 2019 | 574,102 | 577,470 | −3,368 | 5.4 | 39% |
| 2020 | 276,226 | 283,331 | −7,105 | 10.8 | 22% |
| 2021 | 499,554 | 466,973 | 32,581 | 7.4 | 14% |
| 2022 | 637,696 | 701,196 | −63,500 | 3.8 | 44% |
| 2023 | 742,987 | 737,304 | 5,683 | 3.7 | 50% |
In its most recent public year (2023), this organization brought in $5,683 more than it spent. Its reserves stood at about 3.7 months of spending, down from 15.3 in 2011. Staff pay was 50% of spending. $81,874 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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