Windber Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,206,835 | 1,260,170 | −53,335 | 7.4 | 37% |
| 2012 | 1,269,814 | 1,276,500 | −6,686 | 7.4 | 39% |
| 2013 | 1,192,289 | 1,293,601 | −101,312 | 6.5 | 38% |
| 2014 | 1,156,115 | 1,317,958 | −161,843 | 5.0 | 39% |
| 2015 | 1,246,875 | 1,330,016 | −83,141 | 4.2 | 37% |
| 2016 | 1,199,373 | 1,266,594 | −67,221 | 3.9 | 35% |
| 2017 | 1,132,799 | 1,163,253 | −30,454 | 4.0 | 34% |
| 2018 | 1,350,512 | 1,320,056 | 30,456 | 2.7 | 32% |
| 2019 | 1,432,305 | 1,281,154 | 151,151 | 2.9 | 33% |
| 2020 | 1,346,223 | 1,166,181 | 180,042 | 4.4 | 33% |
| 2021 | 1,244,067 | 1,065,402 | 178,665 | 6.9 | 40% |
| 2022 | 1,355,658 | 1,247,554 | 108,104 | 6.9 | 45% |
| 2023 | 1,902,539 | 1,527,774 | 374,765 | 8.6 | 43% |
In its most recent public year (2023), this organization brought in $374,765 more than it spent. Its reserves stood at about 8.6 months of spending, up from 7.4 in 2011. Staff pay was 43% 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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