London Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 365,247 | 382,067 | −16,820 | -1.7 | 26% |
| 2013 | 361,219 | 368,833 | −7,614 | -2.2 | 24% |
| 2014 | 340,267 | 355,014 | −14,747 | -2.8 | 29% |
| 2015 | 321,990 | 349,245 | −27,255 | -3.9 | 31% |
| 2016 | 323,381 | 342,681 | −19,300 | -4.7 | 34% |
| 2017 | 317,046 | 282,256 | 34,790 | 7.6 | 39% |
| 2018 | 265,230 | 292,376 | −27,146 | -6.1 | 32% |
| 2019 | 290,152 | 278,216 | 11,936 | -5.1 | 37% |
| 2020 | 301,021 | 257,130 | 43,891 | -3.4 | 41% |
| 2021 | 399,738 | 310,919 | 88,819 | 0.8 | 34% |
| 2022 | 432,993 | 363,473 | 69,520 | 2.8 | 30% |
| 2023 | 431,284 | 407,453 | 23,831 | 3.2 | 31% |
In its most recent public year (2023), this organization brought in $23,831 more than it spent. Its reserves stood at about 3.2 months of spending, up from -1.7 in 2012. Staff pay was 31% 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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