Neighborhood Conservation Services Of Barberton Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 280,383 | 373,199 | −92,816 | 37.8 | 22% |
| 2013 | 380,109 | 348,564 | 31,545 | 38.3 | 26% |
| 2014 | 465,461 | 419,070 | 46,391 | 32.7 | 22% |
| 2015 | 411,827 | 433,317 | −21,490 | 14.0 | 19% |
| 2016 | 350,395 | 315,271 | 35,124 | 20.5 | 22% |
| 2017 | 335,437 | 342,582 | −7,145 | 18.7 | 20% |
| 2018 | 378,468 | 412,630 | −34,162 | 14.5 | 16% |
| 2019 | 303,165 | 358,351 | −55,186 | 14.8 | 19% |
| 2020 | 377,353 | 401,595 | −24,242 | 12.5 | 18% |
| 2021 | 511,692 | 539,848 | −28,156 | 8.7 | 14% |
| 2022 | 377,677 | 443,760 | −66,083 | 8.8 | 20% |
| 2023 | 446,181 | 510,038 | −63,857 | 6.1 | 20% |
In its most recent public year (2023), this organization spent $63,857 more than it brought in. Its reserves stood at about 6.1 months of spending, down from 37.8 in 2012. Staff pay was 20% 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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