The Central Oklahoma Golden Retriever Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 12,999 | 15,305 | −2,306 | 52.6 | — |
| 2012 | 9,778 | 14,984 | −5,206 | 49.5 | — |
| 2013 | 10,027 | 15,851 | −5,824 | 42.4 | — |
| 2014 | 10,301 | 11,244 | −943 | 58.8 | — |
| 2015 | 13,258 | 11,161 | 2,097 | 61.5 | — |
| 2016 | 12,318 | 12,053 | 265 | 57.2 | — |
| 2017 | 22,084 | 19,993 | 2,091 | 35.7 | — |
| 2018 | 31,068 | 25,280 | 5,788 | 31.0 | — |
| 2019 | 32,167 | 26,718 | 5,449 | 31.8 | — |
| 2020 | 29,566 | 28,960 | 606 | 29.6 | — |
| 2021 | 10,746 | 14,646 | −3,900 | 55.3 | — |
In its most recent public year (2021), this organization spent $3,900 more than it brought in. Its reserves stood at about 55.3 months of spending, up from 52.6 in 2011.
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 2021. 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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