Georgia Club Foundation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 38,980 | 56,425 | −17,445 | 9.8 | — |
| 2012 | 106,577 | 57,310 | 49,267 | 19.9 | — |
| 2013 | 80,713 | 126,257 | −45,544 | 4.7 | — |
| 2014 | 132,026 | 114,053 | 17,973 | 7.1 | — |
| 2015 | 117,341 | 155,298 | −37,957 | 2.3 | — |
| 2016 | 144,921 | 124,894 | 20,027 | 4.8 | — |
| 2017 | 157,415 | 181,841 | −24,426 | 1.7 | — |
| 2018 | 180,615 | 130,107 | 50,508 | 7.0 | 0% |
| 2019 | 194,545 | 226,847 | −32,302 | 2.3 | 0% |
| 2020 | 215,031 | 213,712 | 1,319 | 2.5 | 0% |
| 2022 | 232,615 | 158,987 | 73,628 | 13.9 | 0% |
In its most recent public year (2022), this organization brought in $73,628 more than it spent. Its reserves stood at about 13.9 months of spending, up from 9.8 in 2011. Staff pay was 0% 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 2022. 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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