Springbrook Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 799,317 | 745,282 | 54,035 | 11.4 | 46% |
| 2012 | 709,919 | 749,163 | −39,244 | 10.7 | 46% |
| 2013 | 728,502 | 706,383 | 22,119 | 11.7 | 45% |
| 2014 | 723,268 | 749,186 | −25,918 | 10.6 | 46% |
| 2015 | 733,930 | 680,925 | 53,005 | 12.6 | 49% |
| 2016 | 724,298 | 688,939 | 35,359 | 13.1 | 45% |
| 2017 | 670,467 | 698,842 | −28,375 | 12.5 | 43% |
| 2018 | 538,703 | 560,376 | −21,673 | 15.1 | 36% |
| 2019 | 574,322 | 512,423 | 61,899 | 18.0 | 34% |
| 2020 | 609,892 | 592,198 | 17,694 | 16.8 | 38% |
| 2021 | 711,050 | 730,848 | −19,798 | 13.3 | 36% |
| 2022 | 738,461 | 803,821 | −65,360 | 11.2 | 37% |
| 2023 | 798,509 | 843,794 | −45,285 | 10.0 | 37% |
In its most recent public year (2023), this organization spent $45,285 more than it brought in. Its reserves stood at about 10 months of spending, down from 11.4 in 2011. Staff pay was 37% 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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