The Beach Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 698,740 | 567,225 | 131,515 | 27.8 | 31% |
| 2012 | 642,473 | 549,604 | 92,869 | 30.7 | 33% |
| 2013 | 560,899 | 611,041 | −50,142 | 26.6 | 35% |
| 2014 | 720,203 | 634,847 | 85,356 | 27.3 | 33% |
| 2015 | 734,479 | 641,829 | 92,650 | 28.7 | 33% |
| 2016 | 769,079 | 683,433 | 85,646 | 28.5 | 34% |
| 2017 | 805,743 | 725,723 | 80,020 | 28.1 | 31% |
| 2018 | 794,116 | 812,846 | −18,730 | 24.8 | 33% |
| 2019 | 875,310 | 831,131 | 44,179 | 24.9 | 32% |
| 2020 | 880,518 | 787,650 | 92,868 | 27.7 | 34% |
| 2021 | 1,396,820 | 891,603 | 505,217 | 31.3 | 38% |
| 2022 | 1,639,292 | 1,480,249 | 159,043 | 20.1 | 50% |
| 2023 | 3,529,425 | 1,661,209 | 1,868,216 | 31.5 | 48% |
In its most recent public year (2023), this organization brought in $1,868,216 more than it spent. Its reserves stood at about 31.5 months of spending, up from 27.8 in 2011. 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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