Fremont Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 748,567 | 798,024 | −49,457 | 8.5 | 35% |
| 2012 | 731,847 | 756,145 | −24,298 | 8.0 | 36% |
| 2013 | 606,465 | 692,145 | −85,680 | 7.3 | 37% |
| 2014 | 593,809 | 625,839 | −32,030 | 7.4 | 34% |
| 2015 | 758,943 | 721,255 | 37,688 | 7.5 | 36% |
| 2016 | 679,028 | 658,435 | 20,593 | 8.6 | 35% |
| 2017 | 604,970 | 648,847 | −43,877 | 7.9 | 30% |
| 2018 | 622,300 | 731,583 | −109,283 | 5.2 | 30% |
| 2019 | 894,160 | 846,784 | 47,376 | 5.2 | 32% |
| 2020 | 777,515 | 670,760 | 106,755 | 10.0 | 40% |
| 2021 | 768,917 | 772,363 | −3,446 | 10.0 | 32% |
| 2022 | 861,974 | 872,530 | −10,556 | 8.7 | 35% |
| 2023 | 841,266 | 932,987 | −91,721 | 9.0 | 34% |
In its most recent public year (2023), this organization spent $91,721 more than it brought in. Its reserves stood at about 9 months of spending. Staff pay was 34% 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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