Mental Health Association Of Greater Chicago Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 40,487 | 52,955 | −12,468 | 6.4 | 42% |
| 2012 | 80,884 | 80,693 | 191 | 4.3 | 49% |
| 2013 | 104,369 | 137,531 | −33,162 | -13.7 | 72% |
| 2014 | 190,115 | 199,385 | −9,270 | -10.0 | 15% |
| 2015 | 195,148 | 291,514 | −96,366 | -14.5 | 38% |
| 2016 | 168,855 | 257,876 | −89,021 | -20.3 | 40% |
| 2017 | 251,592 | 329,626 | −78,034 | -18.7 | 27% |
| 2018 | 229,148 | 320,386 | −91,238 | -22.6 | 28% |
| 2019 | 251,119 | 246,240 | 4,879 | -33.2 | 37% |
| 2020 | 240,662 | 186,558 | 54,104 | -41.7 | 50% |
| 2021 | 243,358 | 188,512 | 54,846 | -57.1 | 62% |
| 2022 | 159,623 | 186,650 | −27,027 | -63.9 | 49% |
| 2023 | 220,742 | 262,487 | −41,745 | -44.2 | 43% |
In its most recent public year (2023), this organization spent $41,745 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-44.2 months), down from 6.4 in 2011. Staff pay was 43% 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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