Oakdale Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 216,151 | 192,740 | 23,411 | 19.8 | 42% |
| 2012 | 208,587 | 229,597 | −21,010 | 14.7 | 37% |
| 2013 | 176,787 | 192,542 | −15,755 | 17.4 | 40% |
| 2014 | 174,439 | 187,800 | −13,361 | 17.0 | 40% |
| 2015 | 182,917 | 173,350 | 9,567 | 19.0 | 42% |
| 2016 | 157,517 | 154,248 | 3,269 | 21.7 | 46% |
| 2017 | 171,589 | 159,515 | 12,074 | 21.8 | 42% |
| 2018 | 207,163 | 194,724 | 12,439 | 18.7 | 38% |
| 2019 | 225,792 | 217,705 | 8,087 | 17.1 | 38% |
| 2020 | 204,234 | 228,149 | −23,915 | 15.1 | 39% |
| 2021 | 237,337 | 231,763 | 5,574 | 15.2 | 46% |
| 2022 | 238,740 | 241,452 | −2,712 | 14.1 | 42% |
| 2023 | 246,201 | 233,897 | 12,304 | 15.2 | 44% |
In its most recent public year (2023), this organization brought in $12,304 more than it spent. Its reserves stood at about 15.2 months of spending, down from 19.8 in 2011. Staff pay was 44% 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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