Butterfield Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 8,121,874 | 7,429,567 | 692,307 | 48.8 | 46% |
| 2013 | 8,730,419 | 7,617,981 | 1,112,438 | 49.3 | 47% |
| 2014 | 9,403,143 | 8,798,708 | 604,435 | 30.3 | 47% |
| 2015 | 10,607,313 | 9,284,719 | 1,322,594 | 29.7 | 48% |
| 2016 | 11,791,071 | 10,265,054 | 1,526,017 | 28.5 | 47% |
| 2017 | 11,777,512 | 10,802,728 | 974,784 | 28.5 | 47% |
| 2018 | 12,068,066 | 11,009,335 | 1,058,731 | 29.6 | 47% |
| 2019 | 12,203,562 | 11,644,642 | 558,920 | 28.4 | 47% |
| 2020 | 12,596,889 | 12,108,550 | 488,339 | 26.7 | 46% |
| 2021 | 11,907,667 | 9,875,663 | 2,032,004 | 35.4 | 36% |
| 2022 | 14,281,799 | 13,837,987 | 443,812 | 25.9 | 45% |
| 2023 | 15,314,527 | 14,802,830 | 511,697 | 24.7 | 48% |
In its most recent public year (2023), this organization brought in $511,697 more than it spent. Its reserves stood at about 24.7 months of spending, down from 48.8 in 2012. Staff pay was 48% 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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