Tri-City Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 107,554 | 142,752 | −35,198 | 8.6 | 0% |
| 2012 | 163,513 | 182,642 | −19,129 | 5.5 | 27% |
| 2013 | 169,351 | 141,929 | 27,422 | 9.4 | 33% |
| 2014 | 129,986 | 134,362 | −4,376 | 9.5 | 37% |
| 2015 | 177,286 | 160,073 | 17,213 | 9.3 | 33% |
| 2016 | 181,012 | 188,378 | −7,366 | 7.4 | 32% |
| 2017 | 209,759 | 174,689 | 35,070 | 10.4 | 31% |
| 2018 | 226,739 | 209,808 | 16,931 | 5.9 | 28% |
| 2019 | 235,267 | 221,595 | 13,672 | 1.3 | 22% |
| 2020 | 229,647 | 220,257 | 9,390 | 2.3 | 20% |
| 2021 | 220,992 | 222,930 | −1,938 | 2.3 | 35% |
| 2022 | 237,655 | 227,791 | 9,864 | 2.8 | 40% |
| 2023 | 270,919 | 313,409 | −42,490 | 0.5 | 36% |
In its most recent public year (2023), this organization spent $42,490 more than it brought in. Its reserves stood at about 0.5 months of spending, down from 8.6 in 2011. Staff pay was 36% 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
Tri-City Country Club's IRS filings as a feed — one entry per filing year, through 2023. 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