Sw Parent-Child Collective
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 120,527 | 111,696 | 8,831 | 10.2 | — |
| 2012 | 122,233 | 123,342 | −1,109 | 9.1 | — |
| 2013 | 146,294 | 134,875 | 11,419 | 9.4 | — |
| 2014 | 167,621 | 143,444 | 24,177 | 10.8 | — |
| 2015 | 154,465 | 148,370 | 6,095 | 11.0 | — |
| 2016 | 177,293 | 164,792 | 12,501 | 10.8 | — |
| 2017 | 174,493 | 184,912 | −10,419 | 8.9 | — |
| 2018 | 160,498 | 170,456 | −9,958 | 9.0 | — |
| 2019 | 184,908 | 159,244 | 25,664 | 11.5 | — |
| 2020 | 140,152 | 144,621 | −4,469 | 12.3 | — |
| 2021 | 26,779 | 40,667 | −13,888 | 39.8 | — |
| 2022 | 173,428 | 154,881 | 18,547 | 11.9 | — |
| 2023 | 186,416 | 199,917 | −13,501 | 8.4 | — |
| 2024 | 253,526 | 229,611 | 23,915 | 8.6 | 63% |
In its most recent public year (2024), this organization brought in $23,915 more than it spent. Its reserves stood at about 8.6 months of spending, down from 10.2 in 2011. Staff pay was 63% 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
Sw Parent-Child Collective's IRS filings as a feed — one entry per filing year, through 2024. Add the address to any feed reader; in Slack, send /feed subscribe with it (pasting the link alone won't subscribe). How this feed works