Giles Country Club Incorporated
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 225,044 | 250,461 | −25,417 | 7.4 | 45% |
| 2012 | 235,149 | 225,793 | 9,356 | 8.7 | 48% |
| 2013 | 214,073 | 231,393 | −17,320 | 7.6 | 48% |
| 2014 | 233,478 | 243,207 | −9,729 | 6.7 | 44% |
| 2015 | 234,934 | 245,865 | −10,931 | 6.1 | 48% |
| 2016 | 262,972 | 272,534 | −9,562 | 5.1 | 46% |
| 2017 | 286,616 | 295,144 | −8,528 | 4.4 | 45% |
| 2018 | 283,739 | 281,847 | 1,892 | 4.7 | 45% |
| 2019 | 272,387 | 266,532 | 5,855 | 5.2 | 47% |
| 2020 | 299,036 | 278,873 | 20,163 | 5.8 | 45% |
| 2021 | 443,497 | 335,835 | 107,662 | 8.7 | 40% |
| 2022 | 566,876 | 505,614 | 61,262 | 7.2 | 33% |
| 2023 | 620,536 | 441,364 | 179,172 | 12.7 | 39% |
In its most recent public year (2023), this organization brought in $179,172 more than it spent. Its reserves stood at about 12.7 months of spending, up from 7.4 in 2011. Staff pay was 39% 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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