Country Club Property Owners Association Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 228,816 | 230,838 | −2,022 | 17.7 | 9% |
| 2012 | 248,815 | 223,177 | 25,638 | 19.6 | 8% |
| 2013 | 225,875 | 220,239 | 5,636 | 20.2 | 8% |
| 2014 | 244,390 | 221,243 | 23,147 | 21.4 | 9% |
| 2015 | 335,618 | 290,316 | 45,302 | 18.2 | 6% |
| 2016 | 335,188 | 374,050 | −38,862 | 12.9 | 5% |
| 2017 | 323,357 | 250,419 | 72,938 | 22.7 | 8% |
| 2018 | 311,708 | 268,940 | 42,768 | 23.0 | 7% |
| 2019 | 305,916 | 290,397 | 15,519 | 22.0 | 9% |
| 2020 | 307,289 | 270,642 | 36,647 | 25.2 | 11% |
| 2021 | 323,016 | 315,182 | 7,834 | 21.9 | 9% |
| 2022 | 346,727 | 332,800 | 13,927 | 21.3 | 10% |
| 2023 | 326,834 | 317,522 | 9,312 | 22.7 | 9% |
In its most recent public year (2023), this organization brought in $9,312 more than it spent. Its reserves stood at about 22.7 months of spending, up from 17.7 in 2011. Staff pay was 9% 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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