| A | B | C | D | E | F | G | H | I | |
|---|---|---|---|---|---|---|---|---|---|
1 | Additional context on how to interpret this spreadsheet can be found in the Room For More Funding section of Methods and Limitations 2023 | ||||||||
2 | Overall Financials (2020-2025) in USD | Blue = info from charity | Yellow = calculated field | Purple = ACE manual entry/assessment | |||||
3 | Historical | Projected | |||||||
4 | 2020 | 2021 | 2022 | Jan-May 2023 | 2023 | 2024 | 2025 | Context | |
5 | Revenue | ||||||||
6 | Total Revenue | $1,032,275 | $1,508,083 | $1,197,314 | #N/A | $1,322,110 | $1,549,854 | $1,800,000 | |
7 | Revenue from donations | $1,049,786 | $1,489,539 | $1,195,999 | #N/A | $1,306,726 | $1,542,854 | $1,783,000 | Our revenue and expenses were inflated in 2020 and 2021 due to our fiscal sponsorship of Eternal Recurrence Productions (ERP). In 2020, we collected $270,000 with a 5% administrative fee. For this reason, while our 990 lists total expenses as $931,950, a total of $247,000 went to ERP for the production of their film. Expenses solely for FFAC-specific programming and administration totaled $684,251. In FY 2021, $241,614 went to ERP so FFAC-specific expenses for programming and administration totaled $760,403. In addition to ERP funds, in FY 2021, we also received a one-time COVID Paycheck Protection Program (PPP) loan. Generally, our revenue and expenses steadily increase year over year. Also, we revised our budgeting process for FY24 so some categories will not be utilized going forward resulting in certain amounts not tracking forward. |
8 | Revenue from own work (earned income) | $4,918 | $1,703 | $825 | #N/A | $900 | $1,500 | $2,000 | |
9 | Revenue from capital investments (investment income) | $1,314 | $976 | $130 | #N/A | $9,475 | $5,500 | $15,000 | |
10 | Revenue (other) | -$23,743 | $15,865 | $360 | #N/A | $5,009 | $0 | $0 | |
11 | Expenditures | ||||||||
12 | Total Expenditure | $931,951 | $1,002,017 | $1,053,175 | #N/A | $1,384,457 | $1,568,320 | $1,750,000 | |
13 | Accounting Method | ||||||||
14 | Accounting method used | Accrual | Accrual | Accrual | Accrual | Accrual | #N/A | #N/A | |
15 | Reserves | ||||||||
16 | Reserves held | #N/A | #N/A | #N/A | #N/A | #N/A | #N/A | #N/A | Generally, our policy has been to have 6 months of reserves for operating expenses, so around $800,000 based on our $1.6 million budget. |
17 | Net Assets | #N/A | #N/A | #N/A | $1,111,800 | #N/A | #N/A | #N/A | |
18 | Financial Assets (i.e., cash, savings, investments, etc.) | #N/A | #N/A | #N/A | $1,132,000 | #N/A | #N/A | #N/A | |
19 | Liabilities | #N/A | #N/A | #N/A | $20,200 | #N/A | #N/A | #N/A | |
20 | Interventions | ||||||||
21 | Education | $273,980 | $304,161 | $414,371 | #N/A | $484,559 | $509,704 | $586,750 | Having no overhead expenses related to facilities allows us to dedicate more resources to programs. Our biggest expenditures are personnel costs. Our compensation policy includes cost of living adjustments and tenure increases that raise our operating budget year over year. Our impact has grown along with our budget even though the number of FTEs in programming has been somewhat constant. In the past, we prioritized programming over advancement and operations. We have rectified this, and now operations and advancement are key pillars to support our core programming. |
22 | Skill and Network Building | $273,980 | $304,161 | $414,371 | #N/A | $484,559 | $509,704 | $586,750 | |
23 | Animal Groups | ||||||||
24 | Farmed Animals (General) | $547,960 | $608,322 | $826,742 | #N/A | $969,119 | $1,019,408 | $1,137,500 | |
25 | Countries | ||||||||
26 | United States | $547,960 | $608,322 | $826,742 | #N/A | $969,119 | $1,019,408 | $1,137,500 | |
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