Aurora Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,924,380 | 3,313,822 | −389,442 | 2.1 | 37% |
| 2012 | 2,709,754 | 3,227,904 | −518,150 | 0.2 | 35% |
| 2013 | 2,824,420 | 2,922,507 | −98,087 | 0.1 | 38% |
| 2014 | 3,020,291 | 2,925,595 | 94,696 | 0.5 | 38% |
| 2015 | 2,681,036 | 2,927,116 | −246,080 | -0.5 | 41% |
| 2016 | 2,527,110 | 2,574,851 | −47,741 | -0.8 | 39% |
| 2017 | 3,466,050 | 3,197,725 | 268,325 | 0.4 | 41% |
| 2018 | 3,274,179 | 3,196,247 | 77,932 | 0.7 | 39% |
| 2019 | 3,306,853 | 3,266,732 | 40,121 | 0.4 | 42% |
| 2022 | 3,889,881 | 3,587,245 | 302,636 | 4.5 | 46% |
| 2023 | 3,974,418 | 3,575,946 | 398,472 | 5.9 | 47% |
In its most recent public year (2023), this organization brought in $398,472 more than it spent. Its reserves stood at about 5.9 months of spending, up from 2.1 in 2011. Staff pay was 47% 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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