Interalliance Of Greater Cincinnati
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 366,363 | 374,308 | −7,945 | 1.0 | 51% |
| 2012 | 551,556 | 536,002 | 15,554 | 1.1 | 40% |
| 2013 | 773,160 | 758,042 | 15,118 | 1.0 | 42% |
| 2014 | 631,556 | 660,091 | −28,535 | 0.6 | 44% |
| 2015 | 591,944 | 545,232 | 46,712 | 1.8 | 39% |
| 2016 | 533,619 | 560,712 | −27,093 | 1.2 | 37% |
| 2017 | 613,166 | 642,010 | −28,844 | 0.5 | 39% |
| 2018 | 541,095 | 549,380 | −8,285 | 0.4 | 47% |
| 2019 | 598,257 | 629,702 | −31,445 | -0.3 | 47% |
| 2020 | 763,055 | 572,820 | 190,235 | 3.7 | 40% |
| 2021 | 729,410 | 717,982 | 11,428 | 3.1 | 69% |
| 2022 | 889,890 | 875,108 | 14,782 | 2.8 | 68% |
| 2023 | 1,165,481 | 1,216,802 | −51,321 | 1.5 | 72% |
In its most recent public year (2023), this organization spent $51,321 more than it brought in. Its reserves stood at about 1.5 months of spending. Staff pay was 72% 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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