Turnaround Management Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 4,572,931 | 4,707,966 | −135,035 | 9.1 | 33% |
| 2012 | 4,437,048 | 4,863,717 | −426,669 | 8.4 | 29% |
| 2013 | 4,700,921 | 4,802,109 | −101,188 | 9.3 | 29% |
| 2014 | 4,776,708 | 4,875,293 | −98,585 | 9.3 | 31% |
| 2015 | 4,932,507 | 4,822,728 | 109,779 | 9.3 | 31% |
| 2016 | 4,691,622 | 4,619,908 | 71,714 | 10.0 | 35% |
| 2017 | 4,947,211 | 4,642,762 | 304,449 | 11.9 | 35% |
| 2018 | 5,205,480 | 4,419,140 | 786,340 | 12.0 | 33% |
| 2019 | 4,958,941 | 4,844,475 | 114,466 | 12.6 | 32% |
| 2020 | 4,081,762 | 4,498,497 | −416,735 | 13.5 | 35% |
| 2021 | 4,615,649 | 4,392,223 | 223,426 | 15.3 | 9% |
| 2022 | 4,837,813 | 5,061,690 | −223,877 | 9.8 | 12% |
In its most recent public year (2022), this organization spent $223,877 more than it brought in. Its reserves stood at about 9.8 months of spending. Staff pay was 12% of spending. $2,000 of its net assets are donor-restricted.
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 2022. 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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