Green Hills Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 511,260 | 520,789 | −9,529 | 13.8 | 29% |
| 2012 | 1,228,610 | 667,299 | 561,311 | 20.9 | 23% |
| 2013 | 569,709 | 571,875 | −2,166 | 24.3 | 33% |
| 2015 | 661,399 | 722,859 | −61,460 | 17.6 | 37% |
| 2016 | 523,725 | 613,965 | −90,240 | 19.0 | 35% |
| 2017 | 562,925 | 610,781 | −47,856 | 18.9 | 31% |
| 2018 | 1,092,333 | 556,946 | 535,387 | 32.3 | 34% |
| 2019 | 429,115 | 690,477 | −261,362 | 21.5 | 28% |
| 2020 | 494,240 | 541,441 | −47,201 | 26.4 | 35% |
| 2021 | 629,766 | 567,478 | 62,288 | 26.5 | 35% |
| 2022 | 614,758 | 699,214 | −84,456 | 20.3 | 29% |
| 2023 | 772,376 | 649,011 | 123,365 | 25.3 | 37% |
In its most recent public year (2023), this organization brought in $123,365 more than it spent. Its reserves stood at about 25.3 months of spending, up from 13.8 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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