Sharon Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,161,631 | 1,151,226 | 10,405 | 3.9 | 31% |
| 2012 | 969,643 | 926,898 | 42,745 | 5.4 | 33% |
| 2013 | 883,434 | 885,020 | −1,586 | 5.7 | 36% |
| 2014 | 931,804 | 932,536 | −732 | 5.4 | 33% |
| 2015 | 916,126 | 1,090,781 | −174,655 | 2.7 | 27% |
| 2016 | 940,378 | 979,460 | −39,082 | 2.5 | 33% |
| 2017 | 1,046,059 | 959,331 | 86,728 | 3.6 | 35% |
| 2018 | 3,173,063 | 1,201,615 | 1,971,448 | 22.6 | 34% |
| 2019 | 1,241,273 | 1,029,174 | 212,099 | 28.8 | 41% |
| 2020 | 1,427,452 | 1,375,613 | 51,839 | 22.0 | 36% |
| 2021 | 1,464,414 | 1,469,587 | −5,173 | 20.6 | 38% |
| 2022 | 1,505,804 | 1,539,601 | −33,797 | 19.4 | 39% |
| 2023 | 1,659,397 | 1,703,504 | −44,107 | 17.2 | 38% |
In its most recent public year (2023), this organization spent $44,107 more than it brought in. Its reserves stood at about 17.2 months of spending, up from 3.9 in 2011. Staff pay was 38% 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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