Evangelical Council For Financial Accountability
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,628,450 | 2,563,111 | 65,339 | 4.9 | 49% |
| 2012 | 2,762,107 | 2,755,021 | 7,086 | 4.6 | 42% |
| 2013 | 2,862,558 | 2,772,249 | 90,309 | 5.0 | 44% |
| 2014 | 2,933,410 | 2,644,718 | 288,692 | 6.5 | 45% |
| 2015 | 3,942,990 | 2,905,315 | 1,037,675 | 10.2 | 47% |
| 2016 | 3,449,700 | 3,623,992 | −174,292 | 7.6 | 46% |
| 2017 | 3,732,859 | 3,690,172 | 42,687 | 7.6 | 49% |
| 2018 | 5,073,870 | 3,867,812 | 1,206,058 | 11.0 | 52% |
| 2019 | 4,184,380 | 4,440,071 | −255,691 | 8.9 | 52% |
| 2020 | 4,790,236 | 4,108,684 | 681,552 | 11.6 | 58% |
In its most recent public year (2020), this organization brought in $681,552 more than it spent. Its reserves stood at about 11.6 months of spending, up from 4.9 in 2011. Staff pay was 58% 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 2020. 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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