Water Conservation Garden Authority
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 351,247 | 946,989 | −595,742 | 23.0 | 6% |
| 2012 | 187 | 160,398 | −160,211 | 123.9 | 0% |
| 2013 | 135,000 | 238,551 | −103,551 | 78.1 | 0% |
| 2014 | 520,000 | 604,707 | −84,707 | 29.1 | 0% |
| 2015 | 500,000 | 581,019 | −81,019 | 28.6 | 0% |
| 2016 | 500,000 | 569,995 | −69,995 | 27.7 | 0% |
| 2017 | 490,780 | 557,052 | −66,272 | 26.9 | 0% |
| 2018 | 540,783 | 594,203 | −53,420 | 24.2 | 0% |
| 2019 | 303,920 | 389,839 | −85,919 | 34.2 | 0% |
| 2020 | 459,800 | 525,853 | −66,053 | 23.8 | 0% |
| 2021 | 413,820 | 488,674 | −74,854 | 23.8 | 0% |
| 2022 | 372,440 | 439,340 | −66,900 | 24.7 | 0% |
| 2023 | 320,000 | 398,575 | −78,575 | 24.8 | 0% |
In its most recent public year (2023), this organization spent $78,575 more than it brought in. Its reserves stood at about 24.8 months of spending, up from 23 in 2011. Staff pay was 0% 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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