Graceville Golf Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 123,005 | 127,052 | −4,047 | 14.2 | 40% |
| 2012 | 133,418 | 139,007 | −5,589 | 12.5 | 38% |
| 2013 | 130,592 | 134,328 | −3,736 | 12.6 | 38% |
| 2014 | 149,873 | 143,692 | 6,181 | 12.3 | 38% |
| 2015 | 181,706 | 158,358 | 23,348 | 12.9 | 35% |
| 2016 | 141,487 | 151,904 | −10,417 | 12.7 | 40% |
| 2017 | 147,514 | 152,429 | −4,915 | 12.2 | 40% |
| 2018 | 163,470 | 158,912 | 4,558 | 12.1 | 37% |
| 2019 | 177,241 | 157,447 | 19,794 | 13.7 | 37% |
| 2020 | 187,672 | 178,511 | 9,161 | 12.7 | 36% |
| 2021 | 218,915 | 184,351 | 34,564 | 14.6 | 37% |
| 2022 | 218,060 | 194,967 | 23,093 | 15.2 | 37% |
| 2023 | 270,930 | 212,763 | 58,167 | 17.2 | 39% |
In its most recent public year (2023), this organization brought in $58,167 more than it spent. Its reserves stood at about 17.2 months of spending, up from 14.2 in 2011. Staff pay was 39% 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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