Neighborhood Housing Partnership Of Greater Springfield Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,133,898 | 860,152 | 273,746 | 24.8 | 53% |
| 2012 | 961,127 | 1,053,643 | −92,516 | 19.2 | 38% |
| 2013 | 1,373,664 | 805,032 | 568,632 | 33.6 | 53% |
| 2014 | 732,064 | 839,161 | −107,097 | 30.7 | 52% |
| 2015 | 564,664 | 744,656 | −179,992 | 31.7 | 50% |
| 2016 | 661,124 | 643,662 | 17,462 | 38.1 | 55% |
| 2017 | 752,601 | 743,141 | 9,460 | 33.2 | 53% |
| 2018 | 1,053,055 | 746,555 | 306,500 | 37.9 | 53% |
| 2019 | 731,330 | 872,376 | −141,046 | 30.5 | 46% |
| 2020 | 1,072,892 | 1,178,236 | −105,344 | 21.5 | 40% |
| 2021 | 895,644 | 1,087,214 | −191,570 | 21.2 | 48% |
| 2022 | 877,753 | 927,758 | −50,005 | 24.2 | 49% |
| 2023 | 1,028,183 | 1,085,377 | −57,194 | 20.1 | 45% |
In its most recent public year (2023), this organization spent $57,194 more than it brought in. Its reserves stood at about 20.1 months of spending, down from 24.8 in 2011. Staff pay was 45% of spending. $70,227 of its net assets are donor-restricted.
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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