Greater Chicagoland Fellowship
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 129,894 | 66,590 | 63,304 | 13.3 | 0% |
| 2012 | 819,791 | 755,455 | 64,336 | 2.2 | 13% |
| 2013 | 3,314,079 | 3,041,394 | 272,685 | 1.6 | 6% |
| 2014 | 2,640,578 | 2,734,941 | −94,363 | 1.4 | 8% |
| 2015 | 3,185,836 | 3,051,911 | 133,925 | 1.8 | 4% |
| 2016 | 4,141,493 | 4,146,195 | −4,702 | 1.3 | 3% |
| 2017 | 5,469,643 | 5,531,442 | −61,799 | 0.8 | 3% |
| 2018 | 4,338,922 | 4,230,494 | 108,428 | 1.4 | 6% |
| 2019 | 5,472,070 | 5,436,260 | 35,810 | 1.2 | 4% |
| 2020 | 5,027,138 | 5,114,933 | −87,795 | 1.0 | 5% |
| 2021 | 1,730,498 | 1,751,980 | −21,482 | 2.8 | 8% |
| 2022 | 2,605,017 | 2,435,408 | 169,609 | 2.9 | 0% |
| 2023 | 1,901,684 | 1,792,423 | 109,261 | 4.6 | 3% |
In its most recent public year (2023), this organization brought in $109,261 more than it spent. Its reserves stood at about 4.6 months of spending, down from 13.3 in 2011. Staff pay was 3% 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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