Emily Cooperative Telephone Company
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 3,563,734 | 3,139,526 | 424,208 | 10.0 | 7% |
| 2012 | 3,513,265 | 3,483,862 | 29,403 | 10.3 | 7% |
| 2013 | 3,691,321 | 3,593,463 | 97,858 | 11.6 | 7% |
| 2015 | 3,653,377 | 3,587,275 | 66,102 | 13.3 | 9% |
| 2016 | 3,353,439 | 3,413,179 | −59,740 | 15.4 | 5% |
| 2017 | 3,404,132 | 3,337,994 | 66,138 | 17.4 | 6% |
| 2018 | 3,474,375 | 3,521,587 | −47,212 | 17.9 | 5% |
| 2019 | 3,426,712 | 3,254,795 | 171,917 | 22.6 | 8% |
| 2020 | 3,342,859 | 3,448,749 | −105,890 | 22.8 | 7% |
| 2021 | 4,355,246 | 3,997,002 | 358,244 | 23.0 | 6% |
| 2022 | 4,465,633 | 4,316,585 | 149,048 | 23.1 | 6% |
| 2023 | 4,462,519 | 4,353,777 | 108,742 | 24.3 | 7% |
In its most recent public year (2023), this organization brought in $108,742 more than it spent. Its reserves stood at about 24.3 months of spending, up from 10 in 2011. Staff pay was 7% 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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