Chicago Baptist Institute
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 569,730 | 488,239 | 81,491 | -5.4 | 17% |
| 2012 | 433,249 | 383,810 | 49,439 | -5.3 | 16% |
| 2013 | 315,233 | 342,035 | −26,802 | -6.9 | 14% |
| 2014 | 261,396 | 293,036 | −31,640 | -9.3 | 13% |
| 2015 | 265,413 | 301,193 | −35,780 | -10.5 | 12% |
| 2016 | 254,093 | 255,345 | −1,252 | -12.4 | 10% |
| 2017 | 241,180 | 263,757 | −22,577 | -13.1 | 15% |
| 2018 | 275,692 | 270,874 | 4,818 | -12.5 | 5% |
| 2019 | 200,741 | 236,682 | −35,941 | -16.1 | 6% |
| 2020 | 63,529 | 60,384 | 3,145 | -62.4 | 9% |
| 2021 | 55,736 | 53,210 | 2,526 | -70.3 | 5% |
In its most recent public year (2021), this organization brought in $2,526 more than it spent. Its liabilities exceeded its net assets — reserves were below zero (-70.3 months), down from -5.4 in 2011. Staff pay was 5% 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 2021. 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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