Grove City Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 883,803 | 1,054,567 | −170,764 | -1.1 | 26% |
| 2012 | 973,054 | 995,551 | −22,497 | -1.0 | 36% |
| 2013 | 1,209,713 | 1,066,287 | 143,426 | 0.7 | 38% |
| 2014 | 959,327 | 1,078,173 | −118,846 | -0.7 | 38% |
| 2015 | 1,024,705 | 1,061,288 | −36,583 | -1.1 | 39% |
| 2016 | 1,057,333 | 1,113,117 | −55,784 | -1.7 | 42% |
| 2017 | 1,166,325 | 1,152,925 | 13,400 | -1.5 | 38% |
| 2018 | 1,078,731 | 1,086,599 | −7,868 | -1.6 | 39% |
| 2019 | 1,331,022 | 1,129,476 | 201,546 | 0.6 | 41% |
| 2020 | 1,260,046 | 1,192,490 | 67,556 | 1.2 | 42% |
| 2021 | 1,513,462 | 1,234,249 | 279,213 | 3.9 | 39% |
| 2022 | 1,565,586 | 1,473,653 | 91,933 | 4.0 | 40% |
| 2023 | 1,687,706 | 1,537,738 | 149,968 | 5.0 | 42% |
In its most recent public year (2023), this organization brought in $149,968 more than it spent. Its reserves stood at about 5 months of spending, up from -1.1 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
Grove City Country Club's IRS filings as a feed — one entry per filing year, through 2023. Add the address to any feed reader; in Slack, send /feed subscribe with it (pasting the link alone won't subscribe). How this feed works