Catholic Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 216,531 | 225,636 | −9,105 | 26.9 | 23% |
| 2012 | 187,429 | 157,060 | 30,369 | 41.0 | 34% |
| 2013 | 150,417 | 185,512 | −35,095 | 32.5 | 29% |
| 2014 | 136,078 | 136,254 | −176 | 44.1 | 43% |
| 2015 | 150,212 | 159,683 | −9,471 | 37.0 | 42% |
| 2016 | 126,183 | 168,632 | −42,449 | 32.0 | 35% |
| 2017 | 220,791 | 167,883 | 52,908 | 35.9 | 33% |
| 2018 | 135,774 | 144,667 | −8,893 | 40.9 | 43% |
| 2019 | 105,415 | 143,998 | −38,583 | 37.9 | 44% |
| 2020 | 82,733 | 110,512 | −27,779 | 46.4 | 44% |
| 2021 | 129,053 | 153,795 | −24,742 | 31.4 | 42% |
| 2022 | 128,146 | 152,710 | −24,564 | 29.7 | 45% |
| 2023 | 164,281 | 168,559 | −4,278 | 26.6 | 41% |
In its most recent public year (2023), this organization spent $4,278 more than it brought in. Its reserves stood at about 26.6 months of spending. Staff pay was 41% 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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