Chicago Golf Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 3,153,280 | 3,120,104 | 33,176 | 13.6 | 46% |
| 2012 | 3,226,395 | 3,079,149 | 147,246 | 14.5 | 42% |
| 2013 | 3,366,474 | 2,996,453 | 370,021 | 16.4 | 42% |
| 2014 | 3,170,084 | 3,027,942 | 142,142 | 16.8 | 43% |
| 2015 | 3,399,114 | 3,062,324 | 336,790 | 17.8 | 42% |
| 2016 | 3,089,951 | 3,158,419 | −68,468 | 17.0 | 38% |
| 2017 | 3,259,038 | 3,264,246 | −5,208 | 16.5 | 48% |
| 2018 | 3,689,464 | 3,140,863 | 548,601 | 19.2 | 46% |
| 2019 | 3,915,964 | 2,879,396 | 1,036,568 | 25.3 | 41% |
| 2020 | 5,396,528 | 2,751,816 | 2,644,712 | 38.1 | 41% |
| 2021 | 4,238,631 | 3,457,978 | 780,653 | 33.0 | 35% |
| 2022 | 4,216,881 | 4,184,707 | 32,174 | 30.0 | 33% |
| 2023 | 4,411,068 | 4,453,771 | −42,703 | 28.1 | 36% |
In its most recent public year (2023), this organization spent $42,703 more than it brought in. Its reserves stood at about 28.1 months of spending, up from 13.6 in 2011. Staff pay was 36% 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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