Great Oaks Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 3,656,417 | 4,362,845 | −706,428 | 11.6 | 41% |
| 2012 | 4,150,584 | 4,346,655 | −196,071 | 10.6 | 44% |
| 2014 | 4,042,388 | 4,232,523 | −190,135 | 9.7 | 44% |
| 2015 | 4,339,627 | 4,558,921 | −219,294 | 8.4 | 42% |
| 2016 | 4,707,628 | 4,822,744 | −115,116 | 7.6 | 43% |
| 2017 | 5,165,353 | 5,214,523 | −49,170 | 7.0 | 43% |
| 2018 | 5,654,716 | 5,386,888 | 267,828 | 7.3 | 43% |
| 2019 | 5,435,060 | 5,292,138 | 142,922 | 7.8 | 43% |
| 2020 | 3,475,855 | 3,210,995 | 264,860 | 13.8 | 24% |
| 2021 | 4,892,243 | 3,683,142 | 1,209,101 | 17.7 | 24% |
| 2022 | 6,752,353 | 4,815,221 | 1,937,132 | 18.1 | 37% |
| 2023 | 7,435,158 | 5,331,512 | 2,103,646 | 20.8 | 35% |
In its most recent public year (2023), this organization brought in $2,103,646 more than it spent. Its reserves stood at about 20.8 months of spending, up from 11.6 in 2011. Staff pay was 35% 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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