Jersey Devil Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 243,768 | 243,671 | 97 | -3.6 | 53% |
| 2011 | 238,295 | 245,089 | −6,794 | -3.9 | 51% |
| 2012 | 238,456 | 249,755 | −11,299 | -4.4 | 50% |
| 2013 | 252,045 | 248,977 | 3,068 | -4.2 | 52% |
| 2014 | 245,444 | 251,204 | −5,760 | -4.5 | 49% |
| 2015 | 267,947 | 257,734 | 10,213 | -3.9 | 48% |
| 2016 | 275,331 | 246,218 | 29,113 | -2.6 | 0% |
| 2017 | 325,242 | 264,126 | 61,116 | 0.3 | 0% |
| 2018 | 451,504 | 275,574 | 175,930 | 8.0 | 53% |
| 2019 | 384,090 | 490,729 | −106,639 | 1.9 | 34% |
| 2020 | 320,998 | 388,327 | −67,329 | 0.4 | 27% |
| 2021 | 560,456 | 398,962 | 161,494 | 5.2 | 44% |
| 2022 | 615,375 | 598,888 | 16,487 | 3.8 | 52% |
In its most recent public year (2022), this organization brought in $16,487 more than it spent. Its reserves stood at about 3.8 months of spending, up from -3.6 in 2010. Staff pay was 52% 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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