Eaton Country Club Company
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 171,831 | 177,994 | −6,163 | -2.5 | 31% |
| 2012 | 165,095 | 195,449 | −30,354 | -4.1 | 30% |
| 2013 | 134,553 | 150,225 | −15,672 | -1.4 | 39% |
| 2014 | 138,438 | 138,573 | −135 | -1.5 | 38% |
| 2015 | 148,832 | 150,907 | −2,075 | -1.5 | 39% |
| 2016 | 156,988 | 150,361 | 6,627 | -3.0 | 34% |
| 2017 | 173,817 | 183,747 | −9,930 | -4.3 | 31% |
| 2018 | 157,165 | 159,722 | −2,557 | -10.3 | 34% |
| 2019 | 205,848 | 215,489 | −9,641 | -9.6 | 37% |
| 2020 | 145,758 | 129,273 | 16,485 | -13.5 | 34% |
| 2021 | 154,294 | 134,332 | 19,962 | -12.6 | 34% |
| 2022 | 203,880 | 167,600 | 36,280 | -7.1 | 25% |
| 2023 | 403,518 | 199,170 | 204,348 | 6.8 | 23% |
In its most recent public year (2023), this organization brought in $204,348 more than it spent. Its reserves stood at about 6.8 months of spending, up from -2.5 in 2011. Staff pay was 23% 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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