California Alliance Of Child And Family Services
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,687,262 | 1,630,558 | 56,704 | 6.7 | 41% |
| 2012 | 1,529,544 | 1,447,951 | 81,593 | 8.9 | 47% |
| 2013 | 1,522,247 | 1,458,780 | 63,467 | 9.2 | 52% |
| 2014 | 1,578,687 | 1,507,952 | 70,735 | 9.7 | 52% |
| 2015 | 1,670,817 | 1,646,273 | 24,544 | 8.4 | 48% |
| 2016 | 1,696,407 | 1,656,841 | 39,566 | 8.8 | 46% |
| 2017 | 1,737,689 | 1,671,612 | 66,077 | 10.1 | 49% |
| 2018 | 1,789,516 | 1,844,417 | −54,901 | 8.2 | 48% |
| 2019 | 1,933,654 | 2,059,421 | −125,767 | 7.6 | 47% |
| 2020 | 1,939,585 | 1,881,974 | 57,611 | 8.9 | 53% |
| 2021 | 1,957,390 | 1,776,990 | 180,400 | 10.8 | 58% |
| 2022 | 2,203,594 | 2,204,082 | −488 | 7.2 | 44% |
| 2023 | 1,173,278 | 1,177,055 | −3,777 | 13.5 | 52% |
In its most recent public year (2023), this organization spent $3,777 more than it brought in. Its reserves stood at about 13.5 months of spending, up from 6.7 in 2011. Staff pay was 52% 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 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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