Right To Life Of Greater Cincinnati Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 183,314 | 161,760 | 21,554 | 5.6 | 35% |
| 2011 | 146,940 | 141,287 | 5,653 | 6.8 | 42% |
| 2012 | 139,079 | 152,673 | −13,594 | 5.3 | 39% |
| 2013 | 141,688 | 157,115 | −15,427 | 3.9 | 40% |
| 2014 | 152,864 | 151,625 | 1,239 | 4.2 | 33% |
| 2015 | 153,968 | 157,781 | −3,813 | 3.7 | 37% |
| 2016 | 154,249 | 166,726 | −12,477 | 2.6 | 35% |
| 2017 | 139,883 | 162,074 | −22,191 | 1.1 | 37% |
| 2018 | 177,812 | 135,569 | 42,243 | 5.0 | 45% |
| 2019 | 182,845 | 115,048 | 67,797 | 13.0 | 32% |
| 2020 | 209,958 | 170,493 | 39,465 | 11.5 | 23% |
| 2021 | 215,724 | 161,759 | 53,965 | 16.2 | 34% |
| 2022 | 231,701 | 286,003 | −54,302 | 6.9 | 30% |
| 2023 | 670,846 | 738,893 | −68,047 | 1.6 | 14% |
In its most recent public year (2023), this organization spent $68,047 more than it brought in. Its reserves stood at about 1.6 months of spending, down from 5.6 in 2010. Staff pay was 14% 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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