Clarksburg Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 653,812 | 695,284 | −41,472 | -0.4 | 41% |
| 2012 | 605,922 | 658,936 | −53,014 | 0.3 | 43% |
| 2013 | 690,486 | 692,233 | −1,747 | 0.4 | 43% |
| 2014 | 650,933 | 664,647 | −13,714 | 0.9 | 43% |
| 2015 | 575,912 | 596,289 | −20,377 | 1.4 | 44% |
| 2016 | 424,628 | 500,032 | −75,404 | -0.3 | 43% |
| 2017 | 428,375 | 450,381 | −22,006 | -3.2 | 37% |
| 2018 | 414,296 | 477,762 | −63,466 | -4.6 | 35% |
| 2019 | 353,474 | 468,638 | −115,164 | -7.7 | 36% |
| 2020 | 442,800 | 384,789 | 58,011 | -7.5 | 39% |
| 2021 | 560,991 | 453,527 | 107,464 | -2.2 | 33% |
| 2022 | 658,575 | 564,679 | 93,896 | 0.2 | 29% |
| 2023 | 680,596 | 649,881 | 30,715 | 0.7 | 30% |
In its most recent public year (2023), this organization brought in $30,715 more than it spent. Its reserves stood at about 0.7 months of spending, up from -0.4 in 2011. Staff pay was 30% 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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