Greater Clermont Cancer Foundation Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 476,574 | 43,759 | 432,815 | 147.5 | 0% |
| 2012 | 96,054 | 70,542 | 25,512 | 101.7 | 0% |
| 2013 | 111,950 | 87,986 | 23,964 | 90.9 | 0% |
| 2014 | 125,955 | 28,084 | 97,871 | 285.9 | 0% |
| 2015 | 164,524 | 149,665 | 14,859 | 51.2 | 0% |
| 2016 | 151,451 | 131,038 | 20,413 | 62.2 | 0% |
| 2017 | 181,296 | 171,874 | 9,422 | 51.4 | 0% |
| 2018 | 253,367 | 163,707 | 89,660 | 55.4 | 0% |
| 2019 | 194,475 | 208,133 | −13,658 | 48.9 | 0% |
| 2020 | 127,177 | 130,616 | −3,439 | 81.2 | 0% |
| 2021 | 154,241 | 106,214 | 48,027 | 112.2 | 0% |
| 2022 | 188,569 | 196,162 | −7,593 | 52.2 | 0% |
| 2023 | 215,842 | 239,363 | −23,521 | 44.7 | 0% |
In its most recent public year (2023), this organization spent $23,521 more than it brought in. Its reserves stood at about 44.7 months of spending, down from 147.5 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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