Eco-Logic Development Fund
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,673,928 | 2,287,076 | −613,148 | 4.5 | 34% |
| 2012 | 1,585,056 | 1,693,203 | −108,147 | 5.2 | 41% |
| 2013 | 2,108,366 | 1,614,480 | 493,886 | 11.5 | 40% |
| 2014 | 1,890,209 | 2,020,952 | −130,743 | 8.4 | 35% |
| 2015 | 1,859,140 | 2,020,267 | −161,127 | 7.4 | 31% |
| 2016 | 810,852 | 1,487,137 | −676,285 | 4.7 | 41% |
| 2017 | 561,405 | 873,180 | −311,775 | 3.6 | 41% |
| 2018 | 703,681 | 485,809 | 217,872 | 13.6 | 20% |
| 2019 | 403,798 | 568,257 | −164,459 | 8.1 | 14% |
| 2020 | 464,446 | 392,659 | 71,787 | 14.0 | 26% |
| 2021 | 524,978 | 509,244 | 15,734 | 11.3 | 20% |
| 2022 | 494,744 | 540,730 | −45,986 | 9.7 | 18% |
| 2023 | 1,075,296 | 1,003,723 | 71,573 | 6.1 | 12% |
In its most recent public year (2023), this organization brought in $71,573 more than it spent. Its reserves stood at about 6.1 months of spending, up from 4.5 in 2011. Staff pay was 12% 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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