The following are our basic financial statements. If you would like to view spreadsheets with more detailed information, those are available here.
While our balance sheet doesn't indicate a lot of change from 2014 to 2015, our profit and loss statement presents a much different story. Our Board has worked to have our revenue sources and program expenses align closely with our strategic objectives and our theory of change (a movement with a million people who care). As we made this transition in 2015, we reduced the amount of grant funding and consulting and put our emphasis on membership and content.
In January 2016, the Strong Towns Board of Directors approved the 2016 Budget. That document can be viewed as a Google spreadsheet.
The most important thing from a budget standpoint is this: To be successful in connecting with a million people who care, this year we will continue to see our audience climb. Through successful use of our communications pipeline, that will result in our membership growing from 1,000 to 2,000 by the end of the year.
With this strategy, we have aligned our financial plan and our mission so that they will succeed or fail together. We think this alignment is critical for us to maintain our focus as other, often more financially lucrative, opportunities continue to present themselves. While financially advantageous, these other opportunities (consulting, research, report writing, etc...) do not adequately advance our mission in the time frame we are committed to. We have largely chosen not to pursue them in order to focus on those activities that will help us get to a million people who care.