South Granville Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 317,478 | 316,015 | 1,463 | -7.3 | 32% |
| 2012 | 311,525 | 311,431 | 94 | -7.4 | 32% |
| 2013 | 309,763 | 303,420 | 6,343 | -7.3 | 20% |
| 2014 | 314,145 | 306,677 | 7,468 | -7.0 | 30% |
| 2015 | 328,824 | 323,959 | 4,865 | -6.4 | 35% |
| 2016 | 270,652 | 256,234 | 14,418 | -7.4 | 38% |
| 2017 | 300,282 | 284,767 | 15,515 | -6.0 | 34% |
| 2018 | 382,091 | 346,620 | 35,471 | -3.7 | 28% |
| 2019 | 350,298 | 343,994 | 6,304 | -3.5 | 33% |
| 2020 | 373,895 | 361,017 | 12,878 | -3.0 | 35% |
| 2021 | 471,461 | 455,957 | 15,504 | -1.9 | 27% |
| 2022 | 458,351 | 438,472 | 19,879 | -1.5 | 35% |
In its most recent public year (2022), this organization brought in $19,879 more than it spent. Its liabilities exceeded its net assets — reserves were below zero (-1.5 months), up from -7.3 in 2011. Staff pay was 35% 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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