Chicago Youth Boxing Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 56,863 | 52,438 | 4,425 | 6.1 | 0% |
| 2011 | 73,495 | 75,188 | −1,693 | 3.1 | 0% |
| 2012 | 98,379 | 100,596 | −2,217 | 2.0 | — |
| 2013 | 155,273 | 121,416 | 33,857 | 5.0 | — |
| 2014 | 145,372 | 165,784 | −20,412 | 2.2 | — |
| 2015 | 161,856 | 141,138 | 20,718 | 4.3 | — |
| 2016 | 232,455 | 172,275 | 60,180 | 7.8 | 39% |
| 2017 | 257,186 | 239,357 | 17,829 | 6.5 | 16% |
| 2018 | 287,425 | 249,538 | 37,887 | 8.0 | 31% |
| 2019 | 252,203 | 252,681 | −478 | 7.9 | 31% |
| 2020 | 249,087 | 236,789 | 12,298 | 9.1 | 30% |
| 2021 | 386,552 | 318,167 | 68,385 | 9.3 | 54% |
| 2022 | 493,813 | 460,680 | 33,133 | 7.3 | 51% |
| 2023 | 495,100 | 576,104 | −81,004 | 4.2 | 59% |
In its most recent public year (2023), this organization spent $81,004 more than it brought in. Its reserves stood at about 4.2 months of spending, down from 6.1 in 2010. Staff pay was 59% 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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