Greater Sacramento Urban League
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,998,082 | 2,211,110 | −213,028 | 21.7 | 43% |
| 2012 | 1,614,842 | 1,611,145 | 3,697 | 29.8 | 48% |
| 2013 | 1,219,205 | 1,590,986 | −371,781 | 27.4 | 6% |
| 2014 | 1,166,236 | 1,325,246 | −159,010 | 31.9 | 46% |
| 2015 | 1,077,999 | 1,200,881 | −122,882 | 34.0 | 46% |
| 2016 | 1,216,165 | 1,082,045 | 134,120 | 39.3 | 39% |
| 2017 | 1,320,638 | 1,225,867 | 94,771 | 35.7 | 57% |
| 2018 | 1,441,124 | 1,605,579 | −164,455 | 25.2 | 59% |
| 2019 | 1,468,958 | 1,563,002 | −94,044 | 25.2 | 56% |
| 2020 | 1,949,330 | 1,853,594 | 95,736 | 21.9 | 45% |
| 2021 | 5,033,237 | 5,065,362 | −32,125 | 7.9 | 28% |
| 2022 | 2,754,454 | 2,082,000 | 672,454 | 23.3 | 47% |
| 2023 | 7,188,569 | 4,076,426 | 3,112,143 | 19.9 | 51% |
In its most recent public year (2023), this organization brought in $3,112,143 more than it spent. Its reserves stood at about 19.9 months of spending, down from 21.7 in 2011. Staff pay was 51% of spending. $82,500 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
Greater Sacramento Urban League's IRS filings as a feed — one entry per filing year, through 2023. 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