Garden Club Of Dayton
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 40,418 | 50,028 | −9,610 | 10.3 | — |
| 2013 | 28,805 | 31,232 | −2,427 | 15.5 | — |
| 2014 | 30,966 | 30,423 | 543 | 16.2 | — |
| 2015 | 16,628 | 22,763 | −6,135 | 18.4 | — |
| 2016 | 41,850 | 20,817 | 21,033 | 32.2 | — |
| 2017 | 49,039 | 18,800 | 30,239 | 55.0 | — |
| 2018 | 31,357 | 21,792 | 9,565 | 52.9 | — |
| 2019 | 67,495 | 39,802 | 27,693 | 37.3 | — |
| 2020 | 49,438 | 27,755 | 21,683 | 62.7 | — |
| 2021 | 45,590 | 15,756 | 29,834 | 134.3 | — |
| 2022 | 136,163 | 105,275 | 30,888 | 23.6 | — |
| 2023 | 104,627 | 138,488 | −33,861 | 15.0 | — |
| 2024 | 77,357 | 94,299 | −16,942 | 19.9 | — |
In its most recent public year (2024), this organization spent $16,942 more than it brought in. Its reserves stood at about 19.9 months of spending, up from 10.3 in 2012.
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 2024. 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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