Chicago Curling Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 264,997 | 279,265 | −14,268 | 16.7 | 21% |
| 2012 | 313,339 | 290,784 | 22,555 | 16.9 | 13% |
| 2013 | 293,700 | 260,532 | 33,168 | 20.4 | 17% |
| 2014 | 368,645 | 299,272 | 69,373 | 20.6 | 16% |
| 2015 | 325,018 | 276,544 | 48,474 | 24.4 | 18% |
| 2016 | 323,966 | 329,652 | −5,686 | 20.2 | 20% |
| 2017 | 369,016 | 349,279 | 19,737 | 19.8 | 24% |
| 2018 | 416,337 | 357,022 | 59,315 | 21.3 | 25% |
| 2019 | 450,892 | 1,474,740 | −1,023,848 | 3.2 | 5% |
| 2020 | 334,805 | 255,387 | 79,418 | 22.4 | 26% |
| 2021 | 230,858 | 338,390 | −107,532 | 13.1 | 30% |
| 2022 | 381,680 | 313,937 | 67,743 | 16.7 | 29% |
| 2023 | 391,985 | 382,431 | 9,554 | 14.0 | 26% |
In its most recent public year (2023), this organization brought in $9,554 more than it spent. Its reserves stood at about 14 months of spending, down from 16.7 in 2011. Staff pay was 26% 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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