European-American Chamber Ofcommerce Of Greater Cincinnati
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 238,158 | 255,976 | −17,818 | 4.9 | 51% |
| 2012 | 324,133 | 340,051 | −15,918 | 3.1 | 41% |
| 2013 | 326,689 | 291,060 | 35,629 | 5.1 | 51% |
| 2014 | 277,866 | 242,361 | 35,505 | 7.9 | 68% |
| 2015 | 332,436 | 276,507 | 55,929 | 9.4 | 63% |
| 2016 | 316,887 | 316,574 | 313 | 8.2 | 59% |
| 2017 | 239,529 | 263,402 | −23,873 | 8.8 | 58% |
| 2018 | 223,141 | 266,265 | −43,124 | 6.7 | 65% |
| 2019 | 233,601 | 239,335 | −5,734 | 7.2 | 66% |
| 2020 | 189,864 | 213,707 | −23,843 | 6.7 | 70% |
| 2021 | 280,500 | 258,459 | 22,041 | 6.6 | 64% |
| 2022 | 339,552 | 397,471 | −57,919 | 2.5 | 54% |
| 2023 | 444,419 | 382,126 | 62,293 | 4.6 | 43% |
In its most recent public year (2023), this organization brought in $62,293 more than it spent. Its reserves stood at about 4.6 months of spending. Staff pay was 43% of spending. $8,921 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 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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