Portland Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 2,927,950 | 2,980,293 | −52,343 | 25.9 | 4% |
| 2013 | 3,217,465 | 3,018,542 | 198,923 | 26.4 | 4% |
| 2014 | 2,730,835 | 3,017,218 | −286,383 | 25.3 | 5% |
| 2015 | 3,453,081 | 3,108,829 | 344,252 | 25.9 | 5% |
| 2016 | 4,000,912 | 3,255,188 | 745,724 | 27.4 | 4% |
| 2017 | 3,681,275 | 3,313,493 | 367,782 | 28.3 | 37% |
| 2018 | 4,516,457 | 3,542,134 | 974,323 | 29.8 | 37% |
| 2019 | 4,063,578 | 3,792,794 | 270,784 | 28.7 | 37% |
| 2020 | 4,821,489 | 4,096,269 | 725,220 | 28.7 | 37% |
| 2021 | 4,267,604 | 3,508,935 | 758,669 | 36.1 | 29% |
| 2022 | 5,682,051 | 4,553,387 | 1,128,664 | 30.8 | 35% |
| 2023 | 5,585,841 | 4,997,437 | 588,404 | 29.4 | 37% |
| 2024 | 5,920,896 | 5,108,234 | 812,662 | 30.7 | 40% |
In its most recent public year (2024), this organization brought in $812,662 more than it spent. Its reserves stood at about 30.7 months of spending, up from 25.9 in 2012. Staff pay was 40% 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 2024. 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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