Tdl Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 693,133 | 771,274 | −78,141 | 2.9 | 42% |
| 2012 | 701,237 | 789,071 | −87,834 | 1.5 | 43% |
| 2013 | 691,380 | 748,586 | −57,206 | 0.7 | 44% |
| 2014 | 577,709 | 737,142 | −159,433 | -1.9 | 44% |
| 2015 | 616,995 | 672,339 | −55,344 | -3.1 | 41% |
| 2016 | 666,400 | 800,988 | −134,588 | -4.6 | 38% |
| 2017 | 674,740 | 762,109 | −87,369 | -6.2 | 42% |
| 2018 | 775,235 | 785,208 | −9,973 | -6.2 | 50% |
| 2019 | 759,151 | 815,834 | −56,683 | -6.8 | 47% |
| 2020 | 704,407 | 592,370 | 112,037 | -7.0 | 40% |
| 2021 | 805,493 | 693,426 | 112,067 | -4.2 | 43% |
| 2022 | 711,825 | 855,386 | −143,561 | -5.2 | 41% |
| 2023 | 780,087 | 878,393 | −98,306 | -6.4 | 41% |
In its most recent public year (2023), this organization spent $98,306 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-6.4 months), down from 2.9 in 2011. Staff pay was 41% 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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