Greater Philadelphia Hotel Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 315,845 | 284,610 | 31,235 | 11.6 | 0% |
| 2012 | 313,195 | 290,660 | 22,535 | 13.0 | 0% |
| 2013 | 344,580 | 308,417 | 36,163 | 13.7 | 0% |
| 2014 | 349,500 | 313,247 | 36,253 | 15.1 | 0% |
| 2015 | 331,073 | 321,150 | 9,923 | 14.2 | 0% |
| 2016 | 344,322 | 327,585 | 16,737 | 14.8 | 0% |
| 2017 | 356,822 | 325,126 | 31,696 | 16.3 | 0% |
| 2018 | 412,393 | 421,638 | −9,245 | 10.3 | 0% |
| 2019 | 412,939 | 375,515 | 37,424 | 14.7 | 0% |
| 2020 | 257,297 | 356,994 | −99,697 | 13.2 | 0% |
| 2021 | 302,427 | 374,585 | −72,158 | 10.9 | 0% |
| 2022 | 305,671 | 408,902 | −103,231 | 4.1 | 0% |
| 2023 | 386,256 | 392,774 | −6,518 | 5.6 | 0% |
In its most recent public year (2023), this organization spent $6,518 more than it brought in. Its reserves stood at about 5.6 months of spending, down from 11.6 in 2011. Staff pay was 0% 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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