Indiana Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,957,455 | 2,128,793 | −171,338 | 2.3 | 43% |
| 2012 | 1,883,597 | 2,060,597 | −177,000 | 1.4 | 44% |
| 2013 | 1,849,445 | 2,008,895 | −159,450 | 0.5 | 44% |
| 2014 | 2,622,264 | 2,055,248 | 567,016 | 3.8 | 45% |
| 2015 | 2,111,506 | 2,073,054 | 38,452 | 4.0 | 46% |
| 2016 | 2,071,388 | 2,109,928 | −38,540 | 3.7 | 49% |
| 2017 | 2,192,026 | 2,244,989 | −52,963 | 3.2 | 49% |
| 2018 | 2,261,918 | 2,277,778 | −15,860 | 3.0 | 48% |
| 2019 | 2,149,311 | 2,372,009 | −222,698 | 1.8 | 43% |
| 2020 | 2,020,235 | 2,156,200 | −135,965 | 1.2 | 44% |
| 2021 | 2,640,299 | 2,418,780 | 221,519 | 2.2 | 46% |
| 2022 | 2,720,970 | 2,675,762 | 45,208 | 2.2 | 45% |
| 2023 | 2,798,168 | 2,967,383 | −169,215 | 1.3 | 46% |
In its most recent public year (2023), this organization spent $169,215 more than it brought in. Its reserves stood at about 1.3 months of spending. Staff pay was 46% 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
Indiana 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