National Indian Child Welfare Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 4,054,629 | 3,231,248 | 823,381 | 4.2 | 39% |
| 2013 | 2,852,233 | 3,371,822 | −519,589 | 2.2 | 37% |
| 2014 | 2,880,895 | 3,043,478 | −162,583 | 1.8 | 40% |
| 2015 | 3,713,152 | 3,158,022 | 555,130 | 3.8 | 43% |
| 2016 | 2,998,868 | 3,180,226 | −181,358 | 3.1 | 43% |
| 2017 | 3,177,588 | 3,425,580 | −247,992 | 2.0 | 43% |
| 2018 | 3,213,333 | 3,165,077 | 48,256 | 2.4 | 47% |
| 2019 | 3,315,101 | 2,939,527 | 375,574 | 4.1 | 49% |
| 2020 | 2,582,678 | 2,718,414 | −135,736 | 3.8 | 50% |
| 2021 | 3,289,414 | 2,397,972 | 891,442 | 8.8 | 52% |
| 2022 | 5,399,662 | 2,644,488 | 2,755,174 | 20.5 | 48% |
| 2023 | 3,923,627 | 3,112,548 | 811,079 | 20.3 | 42% |
In its most recent public year (2023), this organization brought in $811,079 more than it spent. Its reserves stood at about 20.3 months of spending, up from 4.2 in 2012. Staff pay was 42% of spending. $468,509 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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