Broken Bow Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 186,428 | 192,944 | −6,516 | 5.8 | 41% |
| 2012 | 201,559 | 201,675 | −116 | 5.6 | 41% |
| 2013 | 215,958 | 203,992 | 11,966 | 6.2 | 43% |
| 2014 | 199,764 | 228,381 | −28,617 | 4.1 | 41% |
| 2015 | 231,275 | 257,668 | −26,393 | 2.4 | 41% |
| 2016 | 232,147 | 231,336 | 811 | 2.7 | 45% |
| 2017 | 218,674 | 226,025 | −7,351 | 2.2 | 47% |
| 2018 | 206,715 | 210,048 | −3,333 | 2.1 | 46% |
| 2019 | 217,800 | 231,976 | −14,176 | 0.6 | 43% |
| 2020 | 267,573 | 238,959 | 28,614 | 2.0 | 44% |
| 2021 | 307,980 | 246,304 | 61,676 | 5.0 | 45% |
| 2022 | 288,534 | 273,011 | 15,523 | 5.2 | 44% |
| 2023 | 289,046 | 294,499 | −5,453 | 4.6 | 43% |
In its most recent public year (2023), this organization spent $5,453 more than it brought in. Its reserves stood at about 4.6 months of spending, down from 5.8 in 2011. Staff pay was 43% 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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