Los Angeles Commerical Realty Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 168,408 | 169,965 | −1,557 | 9.6 | 63% |
| 2011 | 222,648 | 177,974 | 44,674 | 12.2 | 60% |
| 2012 | 195,230 | 194,677 | 553 | 11.2 | 57% |
| 2013 | 229,388 | 187,488 | 41,900 | 14.3 | 61% |
| 2014 | 214,856 | 229,332 | −14,476 | 10.7 | 55% |
| 2015 | 270,757 | 259,929 | 10,828 | 9.9 | 38% |
| 2016 | 247,951 | 218,160 | 29,791 | 13.5 | 43% |
| 2017 | 232,437 | 227,382 | 5,055 | 13.2 | 49% |
| 2018 | 255,093 | 272,538 | −17,445 | 10.2 | 43% |
| 2019 | 263,672 | 255,335 | 8,337 | 11.3 | 46% |
| 2020 | 219,889 | 189,679 | 30,210 | 17.4 | 52% |
| 2021 | 29,898 | 226,660 | −196,762 | 4.1 | — |
| 2022 | 249,205 | 266,949 | −17,744 | 2.7 | 42% |
| 2023 | 248,395 | 244,149 | 4,246 | 3.2 | 43% |
In its most recent public year (2023), this organization brought in $4,246 more than it spent. Its reserves stood at about 3.2 months of spending, down from 9.6 in 2010. Staff pay was 43% 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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