Construction Advancement Program Of Greater Cincinnati
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 273,905 | 238,162 | 35,743 | 20.8 | 49% |
| 2012 | 387,398 | 307,970 | 79,428 | 19.1 | 45% |
| 2013 | 352,812 | 223,108 | 129,704 | 33.4 | 39% |
| 2014 | 367,820 | 177,073 | 190,747 | 55.0 | 26% |
| 2015 | 330,510 | 195,156 | 135,354 | 58.2 | 25% |
| 2016 | 182,787 | 199,826 | −17,039 | 55.9 | 23% |
| 2017 | 198,949 | 252,049 | −53,100 | 41.8 | 20% |
| 2018 | 168,190 | 204,955 | −36,765 | 49.2 | 27% |
| 2019 | 161,703 | 201,170 | −39,467 | 47.8 | 22% |
| 2020 | 163,033 | 196,598 | −33,565 | 46.8 | 28% |
| 2021 | 157,212 | 251,942 | −94,730 | 32.0 | 34% |
| 2022 | 149,487 | 231,499 | −82,012 | 30.6 | 37% |
| 2023 | 151,363 | 211,140 | −59,777 | 30.2 | 38% |
In its most recent public year (2023), this organization spent $59,777 more than it brought in. Its reserves stood at about 30.2 months of spending, up from 20.8 in 2011. Staff pay was 38% 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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