Glen Hardie Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 886,044 | 999,416 | −113,372 | 8.0 | 33% |
| 2012 | 824,471 | 890,720 | −66,249 | 8.1 | 37% |
| 2013 | 898,093 | 909,586 | −11,493 | 7.8 | 40% |
| 2014 | 965,198 | 924,179 | 41,019 | 8.2 | 40% |
| 2015 | 1,164,366 | 998,311 | 166,055 | 9.6 | 41% |
| 2016 | 1,182,240 | 1,112,793 | 69,447 | 9.3 | 43% |
| 2017 | 1,275,216 | 1,102,693 | 172,523 | 11.3 | 39% |
| 2018 | 1,108,958 | 1,121,670 | −12,712 | 11.0 | 38% |
| 2019 | 1,370,626 | 1,360,442 | 10,184 | 9.1 | 48% |
| 2020 | 1,095,866 | 1,181,833 | −85,967 | 9.6 | 46% |
| 2021 | 1,794,415 | 1,341,459 | 452,956 | 12.5 | 42% |
| 2022 | 1,744,034 | 1,563,566 | 180,468 | 12.2 | 45% |
| 2023 | 1,866,158 | 1,765,035 | 101,123 | 11.5 | 42% |
In its most recent public year (2023), this organization brought in $101,123 more than it spent. Its reserves stood at about 11.5 months of spending, up from 8 in 2011. Staff pay was 42% 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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