Rebuilding Together Dayton Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 402,870 | 407,079 | −4,209 | 3.9 | 35% |
| 2012 | 420,016 | 447,453 | −27,437 | 2.8 | 31% |
| 2013 | 515,791 | 572,546 | −56,755 | 1.0 | 32% |
| 2014 | 760,061 | 710,704 | 49,357 | 1.7 | 28% |
| 2015 | 629,258 | 567,877 | 61,381 | 3.4 | 27% |
| 2016 | 492,428 | 528,563 | −36,135 | 2.8 | 35% |
| 2017 | 660,784 | 594,449 | 66,335 | 3.8 | 32% |
| 2018 | 894,439 | 788,013 | 106,426 | 4.5 | 26% |
| 2019 | 911,907 | 797,420 | 114,487 | 6.2 | 26% |
| 2020 | 1,413,386 | 1,079,120 | 334,266 | 8.3 | 22% |
| 2021 | 1,418,503 | 1,662,464 | −243,961 | 3.6 | 13% |
| 2022 | 1,441,041 | 1,164,232 | 276,809 | 8.0 | 21% |
| 2023 | 2,161,211 | 2,047,150 | 114,061 | 5.2 | 14% |
In its most recent public year (2023), this organization brought in $114,061 more than it spent. Its reserves stood at about 5.2 months of spending, up from 3.9 in 2011. Staff pay was 14% of spending. $206,000 of its net assets are donor-restricted.
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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