Cedar Hill Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 365,511 | 344,163 | 21,348 | 19.8 | 25% |
| 2012 | 386,769 | 342,963 | 43,806 | 21.6 | 26% |
| 2013 | 392,265 | 373,493 | 18,772 | 20.8 | 23% |
| 2014 | 380,559 | 319,534 | 61,025 | 14.0 | 28% |
| 2015 | 381,723 | 385,272 | −3,549 | 11.7 | 25% |
| 2016 | 367,297 | 366,496 | 801 | 12.4 | 27% |
| 2017 | 373,962 | 342,031 | 31,931 | 14.4 | 26% |
| 2018 | 352,578 | 321,495 | 31,083 | 16.5 | 29% |
| 2019 | 408,878 | 347,302 | 61,576 | 17.4 | 31% |
| 2020 | 372,090 | 345,972 | 26,118 | 17.8 | 33% |
| 2021 | 513,224 | 401,533 | 111,691 | 18.6 | 34% |
| 2022 | 497,334 | 442,545 | 54,789 | 18.2 | 33% |
| 2023 | 457,991 | 503,809 | −45,818 | 14.6 | 31% |
In its most recent public year (2023), this organization spent $45,818 more than it brought in. Its reserves stood at about 14.6 months of spending, down from 19.8 in 2011. Staff pay was 31% 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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