Greensboro Country Club Incorporated
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 12,124,582 | 12,199,268 | −74,686 | 14.8 | 41% |
| 2012 | 11,849,711 | 12,599,387 | −749,676 | 13.7 | 42% |
| 2013 | 12,833,954 | 12,607,472 | 226,482 | 13.9 | 42% |
| 2014 | 13,195,421 | 13,326,509 | −131,088 | 13.0 | 42% |
| 2015 | 14,000,738 | 13,874,595 | 126,143 | 12.6 | 42% |
| 2016 | 13,998,056 | 14,230,406 | −232,350 | 12.1 | 40% |
| 2017 | 14,545,655 | 14,150,569 | 395,086 | 12.5 | 41% |
| 2018 | 14,948,385 | 14,951,504 | −3,119 | 11.8 | 42% |
| 2019 | 11,586,506 | 11,596,137 | −9,631 | 15.2 | 43% |
| 2020 | 14,135,007 | 14,387,857 | −252,850 | 12.1 | 41% |
| 2021 | 13,710,701 | 12,918,884 | 791,817 | 14.2 | 35% |
| 2022 | 15,128,877 | 15,259,607 | −130,730 | 11.9 | 41% |
| 2023 | 18,862,612 | 20,640,011 | −1,777,399 | 7.8 | 38% |
In its most recent public year (2023), this organization spent $1,777,399 more than it brought in. Its reserves stood at about 7.8 months of spending, down from 14.8 in 2011. Staff pay was 38% 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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