Concord Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 1,900,172 | 1,760,751 | 139,421 | 21.6 | 36% |
| 2013 | 1,971,092 | 1,792,557 | 178,535 | 22.5 | 34% |
| 2014 | 1,867,477 | 1,951,033 | −83,556 | 20.2 | 32% |
| 2015 | 2,133,680 | 2,065,954 | 67,726 | 19.3 | 31% |
| 2016 | 2,250,056 | 2,057,523 | 192,533 | 20.4 | 33% |
| 2017 | 2,197,899 | 2,197,418 | 481 | 19.4 | 34% |
| 2018 | 2,183,657 | 2,232,052 | −48,395 | 18.9 | 36% |
| 2019 | 2,248,236 | 2,216,379 | 31,857 | 19.2 | 35% |
| 2020 | 2,341,696 | 1,970,613 | 371,083 | 23.6 | 29% |
| 2021 | 2,561,219 | 2,503,085 | 58,134 | 18.7 | 35% |
| 2022 | 2,790,270 | 2,781,823 | 8,447 | 16.8 | 37% |
| 2023 | 3,123,997 | 3,006,828 | 117,169 | 15.9 | 38% |
In its most recent public year (2023), this organization brought in $117,169 more than it spent. Its reserves stood at about 15.9 months of spending, down from 21.6 in 2012. Staff pay was 38% 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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