Birmingham Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 4,490,011 | 4,813,723 | −323,712 | 5.9 | 38% |
| 2012 | 4,834,458 | 5,331,220 | −496,762 | 6.2 | 35% |
| 2013 | 4,627,178 | 5,244,316 | −617,138 | 6.0 | 34% |
| 2014 | 4,741,300 | 5,079,771 | −338,471 | 6.4 | 37% |
| 2015 | 5,567,185 | 5,881,007 | −313,822 | 5.1 | 31% |
| 2016 | 6,124,116 | 5,836,557 | 287,559 | -0.9 | 32% |
| 2017 | 5,765,349 | 4,995,735 | 769,614 | -5.8 | 39% |
| 2018 | 6,473,382 | 5,054,664 | 1,418,718 | -3.5 | 40% |
| 2019 | 8,959,279 | 6,829,186 | 2,130,093 | -2.6 | 53% |
| 2020 | 9,004,826 | 6,295,652 | 2,709,174 | 0.4 | 52% |
| 2021 | 10,857,380 | 6,859,186 | 3,998,194 | -3.0 | 53% |
| 2022 | 8,357,948 | 7,193,631 | 1,164,317 | -1.0 | 37% |
| 2023 | 8,523,095 | 7,707,381 | 815,714 | 0.4 | 41% |
In its most recent public year (2023), this organization brought in $815,714 more than it spent. Its reserves stood at about 0.4 months of spending, down from 5.9 in 2011. Staff pay was 41% 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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