York Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,034,529 | 1,104,747 | −70,218 | 14.7 | 46% |
| 2012 | 1,119,132 | 1,152,853 | −33,721 | 13.7 | 47% |
| 2013 | 1,052,245 | 1,076,837 | −24,592 | 14.4 | 47% |
| 2014 | 1,109,459 | 1,103,668 | 5,791 | 14.2 | 46% |
| 2015 | 1,070,595 | 1,100,883 | −30,288 | 13.9 | 47% |
| 2016 | 1,048,807 | 1,120,976 | −72,169 | 12.9 | 48% |
| 2017 | 1,018,658 | 1,080,787 | −62,129 | 12.7 | 46% |
| 2018 | 982,057 | 1,055,143 | −73,086 | 12.2 | 46% |
| 2019 | 1,011,515 | 1,033,361 | −21,846 | 12.2 | 45% |
| 2020 | 1,108,723 | 997,953 | 110,770 | 15.3 | 43% |
| 2021 | 1,488,554 | 1,420,379 | 68,175 | 12.3 | 37% |
| 2022 | 1,526,436 | 1,350,157 | 176,279 | 14.5 | 42% |
| 2023 | 1,488,638 | 1,456,968 | 31,670 | 13.7 | 42% |
In its most recent public year (2023), this organization brought in $31,670 more than it spent. Its reserves stood at about 13.7 months of spending. 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 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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