Gouverneur Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 143,164 | 154,253 | −11,089 | 28.4 | 34% |
| 2012 | 136,721 | 168,448 | −31,727 | 22.4 | 30% |
| 2013 | 131,454 | 165,302 | −33,848 | 20.7 | 32% |
| 2014 | 112,496 | 162,403 | −49,907 | 22.1 | 33% |
| 2015 | 112,241 | 128,435 | −16,194 | 26.1 | 36% |
| 2016 | 105,956 | 137,813 | −31,857 | 22.4 | 33% |
| 2017 | 140,490 | 155,965 | −15,475 | 17.2 | 44% |
| 2018 | 126,239 | 101,442 | 24,797 | 28.7 | 24% |
| 2019 | 117,270 | 72,580 | 44,690 | 49.9 | 2% |
| 2020 | 110,233 | 100,647 | 9,586 | 33.5 | 9% |
| 2021 | 122,036 | 121,837 | 199 | 33.3 | 12% |
| 2022 | 150,347 | 141,405 | 8,942 | 31.1 | 17% |
| 2023 | 150,768 | 180,406 | −29,638 | 27.1 | 11% |
In its most recent public year (2023), this organization spent $29,638 more than it brought in. Its reserves stood at about 27.1 months of spending, down from 28.4 in 2011. Staff pay was 11% 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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