Central Fire Company No 1
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 223,504 | 205,689 | 17,815 | 37.2 | 21% |
| 2012 | 264,370 | 205,176 | 59,194 | 40.7 | 21% |
| 2013 | 191,331 | 177,695 | 13,636 | 47.9 | 23% |
| 2014 | 205,382 | 194,053 | 11,329 | 44.6 | 26% |
| 2015 | 246,987 | 191,828 | 55,159 | 48.6 | 27% |
| 2016 | 230,780 | 223,452 | 7,328 | 42.1 | 29% |
| 2017 | 299,330 | 246,180 | 53,150 | 40.8 | 26% |
| 2018 | 351,155 | 242,830 | 108,325 | 46.7 | 23% |
| 2019 | 253,473 | 208,575 | 44,898 | 57.0 | 23% |
| 2020 | 131,586 | 135,207 | −3,621 | 87.5 | 14% |
| 2021 | 308,607 | 218,061 | 90,546 | 59.3 | 19% |
| 2022 | 256,394 | 177,834 | 78,560 | 78.0 | 26% |
| 2023 | 243,487 | 259,912 | −16,425 | 52.6 | 20% |
In its most recent public year (2023), this organization spent $16,425 more than it brought in. Its reserves stood at about 52.6 months of spending, up from 37.2 in 2011. Staff pay was 20% 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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