Bowlers Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 347,521 | 410,548 | −63,027 | 1.6 | 35% |
| 2012 | 375,459 | 351,813 | 23,646 | 2.6 | 37% |
| 2013 | 302,417 | 382,795 | −80,378 | -0.1 | 34% |
| 2014 | 286,767 | 306,671 | −19,904 | 0.0 | 40% |
| 2015 | 280,848 | 263,666 | 17,182 | 1.9 | 38% |
| 2016 | 301,354 | 281,986 | 19,368 | 2.6 | 38% |
| 2017 | 297,545 | 289,947 | 7,598 | 2.8 | 40% |
| 2018 | 308,204 | 280,909 | 27,295 | 3.4 | 41% |
| 2019 | 314,923 | 271,127 | 43,796 | 5.4 | 35% |
| 2020 | 266,025 | 208,250 | 57,775 | 10.4 | 26% |
| 2021 | 349,081 | 316,337 | 32,744 | 8.1 | 35% |
| 2022 | 392,419 | 376,289 | 16,130 | 7.4 | 36% |
| 2023 | 458,907 | 388,055 | 70,852 | 9.4 | 37% |
In its most recent public year (2023), this organization brought in $70,852 more than it spent. Its reserves stood at about 9.4 months of spending, up from 1.6 in 2011. Staff pay was 37% 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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