Historic Downtown Special Improvement District
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 236,235 | 259,383 | −23,148 | 10.6 | 25% |
| 2012 | 317,844 | 470,176 | −152,332 | 2.0 | 20% |
| 2013 | 453,044 | 500,026 | −46,982 | 0.8 | 25% |
| 2014 | 374,407 | 406,804 | −32,397 | -1.1 | 45% |
| 2015 | 417,981 | 390,655 | 27,326 | 0.7 | 43% |
| 2016 | 496,544 | 496,095 | 449 | 0.4 | 36% |
| 2017 | 568,097 | 2,898 | 565,199 | 0.0 | 0% |
| 2018 | 615,886 | 639,368 | −23,482 | 0.1 | 12% |
| 2019 | 612,723 | 646,920 | −34,197 | -0.6 | 13% |
| 2020 | 569,787 | 600,614 | −30,827 | -1.2 | 8% |
| 2021 | 599,781 | 654,740 | −54,959 | -2.1 | 14% |
| 2022 | 906,030 | 872,403 | 33,627 | -1.1 | 34% |
| 2023 | 885,008 | 936,857 | −51,849 | -1.7 | 38% |
In its most recent public year (2023), this organization spent $51,849 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-1.7 months), down from 10.6 in 2011. Staff pay was 38% 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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