Charleston Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2019 | 811,203 | 819,523 | −8,320 | -0.3 | 47% |
| 2020 | 804,103 | 784,241 | 19,862 | 0.0 | 44% |
| 2021 | 942,169 | 790,511 | 151,658 | 2.3 | 44% |
| 2022 | 913,992 | 966,980 | −52,988 | 1.2 | 43% |
| 2023 | 955,484 | 1,021,680 | −66,196 | 0.4 | 46% |
In its most recent public year (2023), this organization spent $66,196 more than it brought in. Its reserves stood at about 0.4 months of spending. Staff pay was 46% 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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