Chambersburg Golf Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,041,642 | 1,503,350 | 538,292 | 27.3 | 42% |
| 2012 | 1,146,073 | 1,250,541 | −104,468 | 31.8 | 37% |
| 2013 | 1,222,874 | 1,213,427 | 9,447 | 32.9 | 39% |
| 2014 | 1,318,503 | 1,189,673 | 128,830 | 34.8 | 38% |
| 2015 | 1,334,734 | 1,298,512 | 36,222 | 32.3 | 37% |
| 2016 | 1,363,881 | 1,224,822 | 139,059 | 35.6 | 36% |
| 2017 | 1,430,541 | 1,258,527 | 172,014 | 36.2 | 36% |
| 2018 | 1,771,292 | 1,711,660 | 59,632 | 27.1 | 37% |
| 2019 | 1,824,840 | 1,729,112 | 95,728 | 27.5 | 40% |
| 2020 | 2,245,233 | 1,894,920 | 350,313 | 27.3 | 33% |
| 2021 | 2,838,265 | 2,234,552 | 603,713 | 26.2 | 35% |
| 2022 | 2,637,438 | 2,624,596 | 12,842 | 22.1 | 35% |
| 2023 | 2,595,846 | 2,350,403 | 245,443 | 26.4 | 39% |
In its most recent public year (2023), this organization brought in $245,443 more than it spent. Its reserves stood at about 26.4 months of spending. Staff pay was 39% 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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