Winfield Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 578,165 | 570,127 | 8,038 | 1.8 | 43% |
| 2012 | 510,679 | 563,501 | −52,822 | 0.7 | 40% |
| 2013 | 536,223 | 546,758 | −10,535 | 0.5 | 43% |
| 2014 | 590,144 | 595,155 | −5,011 | 0.4 | 42% |
| 2015 | 470,508 | 573,841 | −103,333 | -1.8 | 43% |
| 2016 | 549,310 | 562,850 | −13,540 | -2.1 | 43% |
| 2017 | 568,442 | 556,673 | 11,769 | -1.9 | 48% |
| 2018 | 519,889 | 529,047 | −9,158 | -2.2 | 48% |
| 2019 | 510,090 | 528,627 | −18,537 | -2.6 | 47% |
| 2020 | 501,826 | 501,347 | 479 | -2.7 | 49% |
| 2021 | 570,410 | 575,747 | −5,337 | -2.5 | 49% |
| 2022 | 595,696 | 609,654 | −13,958 | -2.6 | 40% |
| 2023 | 615,910 | 605,829 | 10,081 | -2.4 | 47% |
In its most recent public year (2023), this organization brought in $10,081 more than it spent. Its liabilities exceeded its net assets — reserves were below zero (-2.4 months), down from 1.8 in 2011. Staff pay was 47% 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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works