Toledo Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,985,695 | 3,271,592 | −285,897 | 3.4 | 50% |
| 2012 | 3,062,147 | 3,384,338 | −322,191 | 1.8 | 48% |
| 2013 | 3,084,865 | 3,116,409 | −31,544 | 1.6 | 45% |
| 2014 | 2,195,675 | 2,285,510 | −89,835 | 1.5 | 36% |
| 2015 | 2,064,049 | 2,340,153 | −276,104 | 0.0 | 39% |
| 2017 | 2,051,867 | 2,252,555 | −200,688 | -2.0 | 38% |
| 2018 | 2,140,746 | 2,405,790 | −265,044 | -3.3 | 39% |
| 2019 | 1,594,325 | 2,163,778 | −569,453 | -6.8 | 36% |
| 2020 | 1,831,633 | 1,995,311 | −163,678 | -8.6 | 38% |
| 2021 | 2,320,219 | 2,009,079 | 311,140 | -6.8 | 40% |
| 2022 | 3,121,658 | 2,679,676 | 441,982 | -3.2 | 39% |
| 2023 | 2,936,094 | 2,955,098 | −19,004 | -3.0 | 34% |
In its most recent public year (2023), this organization spent $19,004 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-3 months), down from 3.4 in 2011. 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
Toledo 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