International Concrete Repair Institute
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,321,884 | 1,180,809 | 141,075 | 5.6 | 0% |
| 2012 | 1,269,333 | 1,156,755 | 112,578 | 6.9 | 0% |
| 2013 | 1,336,418 | 1,344,599 | −8,181 | 5.9 | 0% |
| 2014 | 1,440,006 | 1,438,462 | 1,544 | 5.5 | 0% |
| 2015 | 1,550,654 | 1,604,291 | −53,637 | 4.5 | 0% |
| 2016 | 1,545,010 | 1,631,653 | −86,643 | 3.8 | 0% |
| 2017 | 1,684,981 | 1,669,668 | 15,313 | 3.8 | 0% |
| 2018 | 579,673 | 623,335 | −43,662 | 10.3 | 0% |
| 2019 | 1,790,679 | 1,855,088 | −64,409 | 2.9 | 0% |
| 2020 | 1,626,403 | 1,494,126 | 132,277 | 5.0 | 0% |
| 2021 | 1,222,339 | 1,167,206 | 55,133 | 7.4 | 0% |
| 2022 | 1,704,160 | 1,670,778 | 33,382 | 4.8 | 0% |
| 2023 | 1,711,964 | 1,900,805 | −188,841 | 2.8 | 0% |
In its most recent public year (2023), this organization spent $188,841 more than it brought in. Its reserves stood at about 2.8 months of spending, down from 5.6 in 2011. Staff pay was 0% 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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