Tri-City Golf Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 223,790 | 223,829 | −39 | 5.8 | 38% |
| 2012 | 233,019 | 220,498 | 12,521 | 6.6 | 39% |
| 2013 | 213,645 | 208,448 | 5,197 | 7.4 | 43% |
| 2014 | 222,709 | 206,659 | 16,050 | 8.4 | 43% |
| 2015 | 230,770 | 217,504 | 13,266 | 8.7 | 44% |
| 2016 | 218,581 | 221,943 | −3,362 | 8.4 | 43% |
| 2017 | 223,042 | 213,163 | 9,879 | 9.4 | 45% |
| 2018 | 206,744 | 201,640 | 5,104 | 10.4 | 45% |
| 2019 | 210,812 | 209,070 | 1,742 | 10.3 | 45% |
| 2020 | 218,975 | 218,100 | 875 | 10.0 | 40% |
| 2021 | 263,258 | 243,656 | 19,602 | 10.0 | 41% |
| 2022 | 283,773 | 266,381 | 17,392 | 10.0 | 39% |
| 2023 | 346,454 | 284,112 | 62,342 | 12.1 | 34% |
| 2024 | 328,041 | 314,340 | 13,701 | 11.5 | 42% |
In its most recent public year (2024), this organization brought in $13,701 more than it spent. Its reserves stood at about 11.5 months of spending, up from 5.8 in 2011. Staff pay was 42% 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 2024. 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
Tri-City Golf Club's IRS filings as a feed — one entry per filing year, through 2024. Add the address to any feed reader; in Slack, send /feed subscribe with it (pasting the link alone won't subscribe). How this feed works