Southern California Tuna Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 77,320 | 94,629 | −17,309 | 10.8 | — |
| 2012 | 81,779 | 72,019 | 9,760 | 15.8 | — |
| 2013 | 79,762 | 75,074 | 4,688 | 15.9 | — |
| 2014 | 76,597 | 71,214 | 5,383 | 17.7 | — |
| 2015 | 74,608 | 76,846 | −2,238 | 16.0 | — |
| 2016 | 76,911 | 79,096 | −2,185 | 15.2 | — |
| 2017 | 78,324 | 80,248 | −1,924 | 14.7 | — |
| 2019 | 60,286 | 68,603 | −8,317 | 18.4 | — |
| 2021 | 84,657 | 60,122 | 24,535 | 31.5 | — |
| 2022 | 79,067 | 73,322 | 5,745 | 26.8 | — |
| 2023 | 79,881 | 88,453 | −8,572 | 21.0 | — |
In its most recent public year (2023), this organization spent $8,572 more than it brought in. Its reserves stood at about 21 months of spending, up from 10.8 in 2011.
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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