Mercy Gardens
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 204,508 | 339,934 | −135,426 | 43.8 | 0% |
| 2012 | 221,015 | 321,460 | −100,445 | 42.6 | 7% |
| 2013 | 242,784 | 353,642 | −110,858 | 34.9 | 6% |
| 2014 | 244,565 | 367,657 | −123,092 | 29.6 | 3% |
| 2015 | 238,534 | 529,106 | −290,572 | 14.0 | 4% |
| 2016 | 239,587 | 384,786 | −145,199 | 14.7 | 7% |
| 2017 | 231,377 | 436,913 | −205,536 | 7.3 | 5% |
| 2018 | 250,300 | 485,083 | −234,783 | 0.7 | 6% |
| 2019 | 262,640 | 430,937 | −168,297 | -1.3 | 0% |
| 2020 | 280,767 | 442,627 | −161,860 | -5.6 | 15% |
| 2021 | 283,689 | 412,357 | −128,668 | -9.8 | 14% |
| 2022 | 312,410 | 480,217 | −167,807 | -12.6 | 17% |
| 2023 | 295,869 | 546,186 | −250,317 | -16.6 | 0% |
In its most recent public year (2023), this organization spent $250,317 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-16.6 months), down from 43.8 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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