California Pro-Life Educational Foundation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 32,874 | 34,057 | −1,183 | 0.6 | — |
| 2011 | 32,173 | 29,886 | 2,287 | 1.6 | — |
| 2012 | 34,842 | 39,982 | −5,140 | -0.4 | — |
| 2013 | 42,227 | 42,461 | −234 | -0.4 | — |
| 2014 | 52,279 | 54,174 | −1,895 | -0.8 | — |
| 2015 | 49,380 | 37,024 | 12,356 | 2.9 | — |
| 2016 | 47,707 | 48,279 | −572 | 2.1 | — |
| 2017 | 43,111 | 43,302 | −191 | 2.3 | — |
| 2018 | 48,551 | 52,421 | −3,870 | 1.0 | — |
| 2019 | 55,675 | 40,595 | 15,080 | 5.7 | — |
| 2020 | 52,169 | 65,082 | −12,913 | 1.2 | — |
| 2021 | 87,317 | 75,163 | 12,154 | 3.0 | — |
| 2022 | 95,378 | 105,209 | −9,831 | 1.0 | — |
| 2023 | 53,481 | 49,542 | 3,939 | 3.1 | — |
In its most recent public year (2023), this organization brought in $3,939 more than it spent. Its reserves stood at about 3.1 months of spending, up from 0.6 in 2010.
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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