Newton Development Corporation

What it reported doing in 2025

In 2025, ndc privately raised $119,613 from investors. Ndc also received funding of $77,000 through the city of newton via the hotel/motel tax. Ndc was instrumental in the passage of this tax in 2005. The ndc uses the monies received from investors and the city of newton to help promote the growth and sustainability of the newton economy, in turn, creating a healthy and wonderful community for the people to raise families and for people to visit. In 2006, during the departure of maytag, a community vision was created and goals for economic development were created and centered by the guidance of the community vision statement. The funding received by ndc allows for many opportunities.one of the opportunities is for ndc to be part of the greater des moines partnership, a network comprised of adair, clarke, dallas, guthrie, jasper, madison, mahaska, marion, marshall, polk, poweshiek, and warren counties. Annual fees collected from each county has allowed the edonomic directors to leverage monies from the region and state to provide advertising in various site selection publications, create marketing materials and attend various trade shows throughout the united states. The newton development corporation website (www.newtondevelopmentcorporation.com) is another tool for economic development and growth as the website provides information relative to available building and sites, promotes thecommunity and serves as a source of information for new and existing businesses and entrepreneurs.the following outlines several programs the ndc provides as it continues to promote the growth and sustainability of the community. All of these programs could not be possible without the support from the many partners and the enthusiasm from the community and businesses to continue to grow: 1) business retention calls: synchronist surveys completed for every advanced manufacturer in jasper county as confidential data collected is used to provide economic development support in areas of sustainability and growth and build relationships. Work directly with ieda, mid-american and alliant energy as they are strong advocates of the program throughout the state of Iowa. 2) recruiting new business: work directly with ieda and Iowa connections in the recruitment of new companies for the community and the surrounding area. Ieda program managers have visited newton and looked at building and sites so they have a better understanding of what newton has to offer. 3) entrepreneurial and existing business support programs: since 2007 newton development corporation has served over hundreds of participants in a variety of entrepreneurial and existing business support programs through the partnership ofdmacc, jedco, myentre.ent, uni-sbdc, score, city of newton and sba. The newton development corporation coordinates smi-annual calendars outlining programs, classes and events that directly promote and support existing businesses and entrepreneurism.ndc also provides businesses with access to capital by maintaining good relationships with the banks in newton. This is beneficial when directing entrepreneurs and existing business owners when capital is needed.

Financial Efficiency

• Mission deployment rate: 62.3%; rating input score 62
• Program expense ratio: 75.3%; rating input score 75
• Fundraising efficiency: $3.84 raised per $1 spent on fundraising; rating input score 17; 17th percentile among comparable filings

Transparency & Controls

• Consistency checks: 91.7%; rating input score 92; 20th percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: 87%; rating input score 87; 53rd percentile among comparable filings
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 64th percentile among comparable filings
• Governance controls: 3 of 8 controls in place; rating input score 38
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Fail
  • Document-retention policy: Fail
  • CEO compensation review process: Fail
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Fail
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: 18.2%; rating input score 69; 69th percentile among comparable filings
• Total-asset coverage ratio: 4.44; rating input score 77; 77th percentile among comparable filings
• Liabilities to assets ratio: 0.01; rating input score 38; 38th percentile among comparable filings
• Officer compensation ratio: 53.2%; rating input score 3; 3rd percentile among comparable filings

Growth

• Program expense growth: 2% per year; rating input score 100; 37th percentile among comparable filings
• Revenue growth: 4% per year; rating input score 100; 42nd percentile among comparable filings
• Asset growth: -0.7% per year; rating input score 0; 19th percentile among comparable filings