Summerland Golf Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 158,910 | 155,796 | 3,114 | 13.6 | 34% |
| 2012 | 159,154 | 155,291 | 3,863 | 14.0 | 36% |
| 2013 | 151,917 | 151,580 | 337 | 14.3 | 34% |
| 2014 | 168,063 | 155,415 | 12,648 | 15.0 | 51% |
| 2015 | 172,770 | 154,517 | 18,253 | 16.5 | 50% |
| 2016 | 168,078 | 178,446 | −10,368 | 13.6 | 52% |
| 2017 | 166,184 | 196,892 | −30,708 | 10.4 | 47% |
| 2018 | 168,102 | 189,999 | −21,897 | 9.4 | 48% |
| 2019 | 178,507 | 141,711 | 36,796 | 15.7 | 49% |
| 2021 | 178,693 | 247,939 | −69,246 | 8.8 | 36% |
| 2022 | 199,194 | 194,513 | 4,681 | 11.6 | 45% |
| 2023 | 251,636 | 246,303 | 5,333 | 9.4 | 37% |
In its most recent public year (2023), this organization brought in $5,333 more than it spent. Its reserves stood at about 9.4 months of spending, down from 13.6 in 2011. Staff pay was 37% 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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