Traverse City Golf And Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 2,918,022 | 3,181,980 | −263,958 | 8.7 | 34% |
| 2013 | 3,175,631 | 3,355,529 | −179,898 | 7.4 | 33% |
| 2014 | 3,139,814 | 3,340,880 | −201,066 | 6.7 | 32% |
| 2015 | 3,241,396 | 3,356,237 | −114,841 | 6.2 | 33% |
| 2016 | 3,506,775 | 3,589,864 | −83,089 | 5.5 | 34% |
| 2017 | 3,477,865 | 3,577,529 | −99,664 | 5.1 | 36% |
| 2018 | 3,494,805 | 3,606,581 | −111,776 | 4.5 | 35% |
| 2019 | 3,306,245 | 3,493,880 | −187,635 | 3.9 | 36% |
| 2020 | 3,741,757 | 4,137,324 | −395,567 | 2.1 | 35% |
| 2021 | 4,350,474 | 4,040,369 | 310,105 | 3.1 | 35% |
| 2022 | 6,197,725 | 5,339,788 | 857,937 | 4.2 | 2% |
| 2023 | 6,650,783 | 5,826,385 | 824,398 | 5.5 | 2% |
In its most recent public year (2023), this organization brought in $824,398 more than it spent. Its reserves stood at about 5.5 months of spending, down from 8.7 in 2012. Staff pay was 2% 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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works