California Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 174,811 | 172,637 | 2,174 | 16.1 | 45% |
| 2012 | 194,902 | 188,305 | 6,597 | 15.2 | 39% |
| 2013 | 157,828 | 170,802 | −12,974 | 15.8 | — |
| 2014 | 158,517 | 205,018 | −46,501 | 10.4 | — |
| 2015 | 182,534 | 177,363 | 5,171 | 12.4 | — |
| 2016 | 170,264 | 167,867 | 2,397 | 13.3 | — |
| 2017 | 172,411 | 171,998 | 413 | 13.0 | — |
| 2018 | 170,956 | 154,293 | 16,663 | 15.8 | — |
| 2019 | 165,194 | 143,641 | 21,553 | 18.8 | — |
| 2020 | 45,171 | 40,404 | 4,767 | 67.9 | — |
| 2021 | 175,920 | 161,134 | 14,786 | 18.1 | — |
| 2022 | 204,868 | 195,700 | 9,168 | 15.5 | 38% |
| 2023 | 219,001 | 234,603 | −15,602 | 12.1 | 39% |
| 2024 | 304,515 | 280,858 | 23,657 | 11.1 | 36% |
In its most recent public year (2024), this organization brought in $23,657 more than it spent. Its reserves stood at about 11.1 months of spending, down from 16.1 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 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
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