Superior Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 370,544 | 262,591 | 107,953 | -1.6 | 25% |
| 2012 | 267,042 | 222,615 | 44,427 | -0.4 | 27% |
| 2013 | 328,354 | 310,964 | 17,390 | 0.3 | 31% |
| 2014 | 358,279 | 309,941 | 48,338 | 2.7 | 26% |
| 2015 | 324,276 | 282,294 | 41,982 | 2.6 | 24% |
| 2016 | 321,842 | 341,047 | −19,205 | 1.4 | 27% |
| 2017 | 344,370 | 364,897 | −20,527 | 0.6 | 27% |
| 2018 | 345,397 | 357,358 | −11,961 | 0.2 | 28% |
| 2019 | 327,405 | 307,347 | 20,058 | 1.0 | 30% |
| 2020 | 311,066 | 312,377 | −1,311 | 1.0 | 32% |
| 2021 | 316,361 | 333,588 | −17,227 | 0.3 | 31% |
| 2022 | 306,837 | 306,377 | 460 | 0.3 | 25% |
| 2023 | 331,148 | 347,126 | −15,978 | -0.3 | 27% |
In its most recent public year (2023), this organization spent $15,978 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-0.3 months), up from -1.6 in 2011. Staff pay was 27% 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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