Chicago Womens Golf Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2013 | 9,150 | 8,505 | 645 | 10.9 | — |
| 2014 | 9,750 | 11,037 | −1,287 | 7.0 | — |
| 2015 | 8,700 | 7,375 | 1,325 | 12.6 | — |
| 2016 | 4,350 | 4,175 | 175 | 22.7 | — |
| 2017 | 6,000 | 6,583 | −583 | 13.4 | — |
| 2018 | 9,000 | 7,725 | 1,275 | 13.4 | — |
| 2019 | 10,050 | 9,369 | 681 | 11.9 | — |
| 2020 | 13,200 | 12,921 | 279 | 8.9 | — |
| 2021 | 13,500 | 13,900 | −400 | 6.1 | — |
In its most recent public year (2021), this organization spent $400 more than it brought in. Its reserves stood at about 6.1 months of spending, down from 10.9 in 2013.
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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