California Council On Problem Gambling
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 432,940 | 425,352 | 7,588 | 3.0 | 46% |
| 2012 | 615,820 | 587,630 | 28,190 | 2.8 | 29% |
| 2013 | 561,493 | 535,435 | 26,058 | 3.6 | 27% |
| 2014 | 581,524 | 611,842 | −30,318 | 2.6 | 31% |
| 2015 | 661,183 | 578,698 | 82,485 | 4.5 | 30% |
| 2016 | 733,653 | 642,842 | 90,811 | 5.7 | 29% |
| 2017 | 771,663 | 712,681 | 58,982 | 6.1 | 28% |
| 2018 | 888,357 | 788,996 | 99,361 | 7.1 | 27% |
| 2019 | 760,512 | 813,720 | −53,208 | 6.1 | 27% |
| 2020 | 894,807 | 663,685 | 231,122 | 11.6 | 31% |
| 2021 | 909,117 | 752,865 | 156,252 | 12.3 | 35% |
| 2022 | 850,873 | 755,358 | 95,515 | 13.9 | 49% |
In its most recent public year (2022), this organization brought in $95,515 more than it spent. Its reserves stood at about 13.9 months of spending, up from 3 in 2011. Staff pay was 49% 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 2022. 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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