Holiday City Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 129,073 | 380,316 | −251,243 | -1.8 | 6% |
| 2012 | 125,104 | 123,485 | 1,619 | -5.5 | 19% |
| 2013 | 90,944 | 113,725 | −22,781 | -5.3 | 21% |
| 2014 | 153,397 | 129,154 | 24,243 | -1.6 | — |
| 2015 | 153,007 | 151,965 | 1,042 | -1.3 | — |
| 2016 | 132,248 | 130,955 | 1,293 | -1.4 | — |
| 2017 | 185,204 | 152,955 | 32,249 | 1.4 | — |
| 2018 | 196,732 | 145,521 | 51,211 | 5.7 | — |
| 2019 | 190,033 | 140,452 | 49,581 | 10.1 | — |
| 2020 | 186,043 | 124,730 | 61,313 | 17.3 | — |
| 2021 | 182,089 | 194,344 | −12,255 | 11.7 | — |
| 2022 | 199,665 | 179,413 | 20,252 | 14.0 | — |
| 2023 | 230,951 | 284,849 | −53,898 | 6.6 | 16% |
In its most recent public year (2023), this organization spent $53,898 more than it brought in. Its reserves stood at about 6.6 months of spending, up from -1.8 in 2011. Staff pay was 16% 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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