Doylestown Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 3,277,225 | 3,390,066 | −112,841 | 12.0 | 33% |
| 2012 | 3,260,508 | 3,404,991 | −144,483 | -4.6 | 32% |
| 2013 | 3,277,715 | 3,373,688 | −95,973 | -5.1 | 34% |
| 2014 | 3,402,875 | 3,589,763 | −186,888 | -5.6 | 35% |
| 2015 | 3,293,720 | 3,468,837 | −175,117 | -6.6 | 35% |
| 2016 | 3,675,219 | 3,506,387 | 168,832 | -6.0 | 34% |
| 2017 | 3,956,455 | 3,472,432 | 484,023 | -4.4 | 35% |
| 2018 | 3,861,623 | 3,567,167 | 294,456 | 7.5 | 36% |
| 2019 | 4,215,423 | 4,144,266 | 71,157 | 6.6 | 36% |
| 2020 | 4,319,590 | 3,887,114 | 432,476 | 8.4 | 37% |
| 2021 | 5,828,287 | 4,266,475 | 1,561,812 | 12.1 | 37% |
| 2022 | 5,874,527 | 4,631,621 | 1,242,906 | 14.3 | 36% |
| 2023 | 5,439,127 | 5,101,475 | 337,652 | 13.8 | 39% |
In its most recent public year (2023), this organization brought in $337,652 more than it spent. Its reserves stood at about 13.8 months of spending, up from 12 in 2011. 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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