Enon-Toland Germantown Development Corporation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 321,639 | 316,991 | 4,648 | -9.1 | 11% |
| 2012 | 310,747 | 321,004 | −10,257 | -9.3 | 11% |
| 2013 | 324,635 | 316,116 | 8,519 | -9.1 | 12% |
| 2014 | 330,127 | 330,395 | −268 | -8.8 | 16% |
| 2015 | 331,595 | 347,341 | −15,746 | -8.9 | 17% |
| 2016 | 320,848 | 337,624 | −16,776 | -9.7 | 16% |
| 2017 | 315,720 | 331,270 | −15,550 | -10.5 | 15% |
| 2018 | 344,361 | 322,578 | 21,783 | -10.0 | 17% |
| 2019 | 350,996 | 316,616 | 34,380 | -8.8 | 15% |
| 2020 | 361,034 | 327,976 | 33,058 | -7.3 | 19% |
| 2021 | 352,537 | 344,738 | 7,799 | -6.7 | 21% |
| 2022 | 382,447 | 342,260 | 40,187 | -5.3 | 23% |
| 2023 | 349,948 | 394,548 | −44,600 | -6.0 | 24% |
In its most recent public year (2023), this organization spent $44,600 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-6 months), up from -9.1 in 2011. Staff pay was 24% 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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