Home Builders Association Of Greater Cincinnati
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 558,811 | 936,155 | −377,344 | 30.7 | 39% |
| 2011 | 1,075,642 | 761,944 | 313,698 | 38.1 | 45% |
| 2012 | 592,651 | 615,084 | −22,433 | 54.6 | 58% |
| 2013 | 755,287 | 604,621 | 150,666 | 61.3 | 57% |
| 2014 | 848,658 | 765,120 | 83,538 | 49.4 | 54% |
| 2015 | 306,576 | 816,511 | −509,935 | 37.6 | 56% |
| 2016 | 644,483 | 765,099 | −120,616 | 39.4 | 55% |
| 2017 | 598,945 | 544,959 | 53,986 | 61.6 | 26% |
| 2018 | 693,212 | 574,390 | 118,822 | 54.4 | 30% |
| 2019 | 983,501 | 654,292 | 329,209 | 57.0 | 36% |
| 2020 | 734,042 | 628,187 | 105,855 | 62.2 | 36% |
| 2021 | 615,926 | 691,221 | −75,295 | 58.4 | 39% |
| 2022 | 637,716 | 667,756 | −30,040 | 49.2 | 40% |
| 2023 | 546,256 | 637,337 | −91,081 | 56.7 | 36% |
In its most recent public year (2023), this organization spent $91,081 more than it brought in. Its reserves stood at about 56.7 months of spending, up from 30.7 in 2010. Staff pay was 36% 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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