The University Club Of Cincinnati
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,254,328 | 1,222,955 | 31,373 | 9.2 | 54% |
| 2012 | 1,325,490 | 1,271,862 | 53,628 | 9.6 | 54% |
| 2013 | 1,234,439 | 1,276,585 | −42,146 | 9.4 | 54% |
| 2014 | 1,244,400 | 1,242,803 | 1,597 | 9.6 | 54% |
| 2015 | 1,300,429 | 1,193,309 | 107,120 | 10.9 | 56% |
| 2016 | 1,172,227 | 1,195,370 | −23,143 | 10.7 | 54% |
| 2017 | 1,229,372 | 1,160,224 | 69,148 | 11.8 | 55% |
| 2018 | 1,187,920 | 1,263,851 | −75,931 | 9.8 | 51% |
| 2019 | 1,117,176 | 1,220,138 | −102,962 | 9.2 | 53% |
| 2020 | 951,670 | 962,729 | −11,059 | 11.7 | 16% |
| 2021 | 1,038,206 | 1,088,783 | −50,577 | 10.0 | 14% |
| 2022 | 1,118,254 | 1,191,415 | −73,161 | 8.1 | 12% |
| 2023 | 1,452,405 | 1,303,650 | 148,755 | 8.8 | 12% |
In its most recent public year (2023), this organization brought in $148,755 more than it spent. Its reserves stood at about 8.8 months of spending. Staff pay was 12% 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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