Safari Club International
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 99,128 | 79,246 | 19,882 | 3.9 | 0% |
| 2013 | 94,995 | 120,665 | −25,670 | 0.0 | 0% |
| 2014 | 91,565 | 88,516 | 3,049 | 0.5 | 0% |
| 2015 | 94,657 | 87,993 | 6,664 | 1.4 | 0% |
| 2016 | 106,002 | 101,220 | 4,782 | 1.8 | 0% |
| 2017 | 106,600 | 106,640 | −40 | 1.7 | 0% |
| 2018 | 105,673 | 113,393 | −7,720 | 0.7 | 0% |
| 2019 | 165,125 | 144,889 | 20,236 | 2.3 | 0% |
| 2020 | 55,271 | 52,160 | 3,111 | 7.0 | 0% |
| 2021 | 72,716 | 73,110 | −394 | 4.9 | 0% |
| 2022 | 130,974 | 79,195 | 51,779 | 12.4 | 0% |
| 2023 | 111,250 | 80,551 | 30,699 | 16.8 | 0% |
| 2024 | 153,539 | 153,954 | −415 | 8.7 | 0% |
In its most recent public year (2024), this organization spent $415 more than it brought in. Its reserves stood at about 8.7 months of spending, up from 3.9 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 2024. 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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