Greater Chicago Club Managers Asociation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 241,650 | 244,085 | −2,435 | 4.7 | 0% |
| 2012 | 260,699 | 246,020 | 14,679 | 5.4 | 0% |
| 2013 | 269,148 | 269,223 | −75 | 4.9 | 0% |
| 2014 | 284,933 | 244,753 | 40,180 | 7.4 | 0% |
| 2015 | 233,903 | 242,988 | −9,085 | 6.9 | 0% |
| 2016 | 243,791 | 210,910 | 32,881 | 9.7 | 0% |
| 2017 | 231,081 | 326,140 | −95,059 | 3.1 | 0% |
| 2018 | 257,239 | 221,523 | 35,716 | 6.3 | 0% |
| 2019 | 226,847 | 203,002 | 23,845 | 8.8 | 0% |
| 2020 | 70,396 | 143,723 | −73,327 | 6.4 | — |
| 2021 | 193,687 | 149,534 | 44,153 | 11.0 | — |
| 2022 | 216,932 | 203,266 | 13,666 | 7.6 | 30% |
| 2023 | 255,596 | 215,046 | 40,550 | 9.4 | 32% |
In its most recent public year (2023), this organization brought in $40,550 more than it spent. Its reserves stood at about 9.4 months of spending, up from 4.7 in 2011. Staff pay was 32% 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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