Joy-Southfield Community Development Corporation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 358,206 | 393,932 | −35,726 | 1.0 | 38% |
| 2012 | 442,960 | 441,327 | 1,633 | 1.0 | 37% |
| 2013 | 399,350 | 401,269 | −1,919 | 1.0 | 38% |
| 2014 | 513,613 | 416,955 | 96,658 | 3.8 | 35% |
| 2015 | 489,892 | 427,928 | 61,964 | 5.4 | 28% |
| 2016 | 480,823 | 503,925 | −23,102 | 3.9 | 27% |
| 2017 | 421,953 | 379,828 | 42,125 | 6.5 | 35% |
| 2018 | 200,688 | 287,578 | −86,890 | 4.9 | 48% |
| 2019 | 198,237 | 263,191 | −64,954 | 2.4 | 39% |
| 2020 | 312,207 | 279,153 | 33,054 | 3.7 | 42% |
| 2021 | 316,591 | 328,396 | −11,805 | 2.7 | 59% |
| 2022 | 324,899 | 283,489 | 41,410 | 5.0 | 58% |
In its most recent public year (2022), this organization brought in $41,410 more than it spent. Its reserves stood at about 5 months of spending, up from 1 in 2011. Staff pay was 58% 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 2022. 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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