Historic Downtown Prosser Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 156,819 | 99,499 | 57,320 | 24.4 | — |
| 2012 | 132,540 | 78,823 | 53,717 | 39.0 | — |
| 2014 | 60,595 | 118,784 | −58,189 | 15.0 | — |
| 2015 | 62,347 | 112,585 | −50,238 | 10.0 | — |
| 2016 | 54,515 | 66,003 | −11,488 | 15.0 | — |
| 2017 | 61,625 | 60,825 | 800 | 16.3 | — |
| 2018 | 190,077 | 119,298 | 70,779 | 15.3 | — |
| 2019 | 167,859 | 131,659 | 36,200 | 17.4 | — |
| 2020 | 139,901 | 153,272 | −13,371 | 15.0 | — |
| 2021 | 195,582 | 111,413 | 84,169 | 36.0 | — |
| 2022 | 201,930 | 177,563 | 24,367 | 22.6 | 37% |
| 2023 | 216,741 | 199,733 | 17,008 | 20.9 | 36% |
In its most recent public year (2023), this organization brought in $17,008 more than it spent. Its reserves stood at about 20.9 months of spending, down from 24.4 in 2011. Staff pay was 36% 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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