Pleasanton Downtown Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 355,373 | 354,367 | 1,006 | 5.2 | 36% |
| 2011 | 367,957 | 442,631 | −74,674 | 2.2 | 36% |
| 2012 | 446,766 | 446,178 | 588 | 2.2 | 41% |
| 2013 | 463,201 | 468,603 | −5,402 | 1.9 | 40% |
| 2014 | 417,777 | 417,311 | 466 | 2.2 | 45% |
| 2015 | 484,635 | 495,760 | −11,125 | 1.6 | 43% |
| 2016 | 478,333 | 483,227 | −4,894 | 1.5 | 45% |
| 2017 | 487,161 | 498,506 | −11,345 | 1.2 | 25% |
| 2018 | 431,425 | 447,921 | −16,496 | 0.8 | 25% |
| 2019 | 491,168 | 464,722 | 26,446 | 1.5 | 32% |
| 2020 | 222,529 | 259,241 | −36,712 | 0.1 | 36% |
| 2021 | 340,641 | 245,086 | 95,555 | 4.9 | 46% |
| 2022 | 436,119 | 336,806 | 99,313 | 7.1 | 21% |
| 2023 | 360,011 | 332,101 | 27,910 | 8.2 | 44% |
In its most recent public year (2023), this organization brought in $27,910 more than it spent. Its reserves stood at about 8.2 months of spending, up from 5.2 in 2010. Staff pay was 44% 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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