Chowan Golf And Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 536,962 | 584,539 | −47,577 | 9.6 | 33% |
| 2012 | 555,634 | 564,740 | −9,106 | 9.8 | 32% |
| 2013 | 526,182 | 583,621 | −57,439 | 8.3 | 35% |
| 2014 | 502,461 | 524,644 | −22,183 | 8.7 | 38% |
| 2015 | 471,127 | 475,806 | −4,679 | 9.5 | 36% |
| 2016 | 31,916 | 481,653 | −449,737 | -1.8 | 37% |
| 2017 | 493,620 | 460,784 | 32,836 | -1.1 | 50% |
| 2018 | 427,453 | 386,133 | 41,320 | 0.0 | 45% |
| 2019 | 426,319 | 420,124 | 6,195 | 0.2 | 38% |
| 2020 | 467,558 | 428,281 | 39,277 | 1.3 | 39% |
| 2021 | 488,917 | 437,625 | 51,292 | 2.7 | 40% |
| 2022 | 529,441 | 574,298 | −44,857 | 1.1 | 34% |
In its most recent public year (2022), this organization spent $44,857 more than it brought in. Its reserves stood at about 1.1 months of spending, down from 9.6 in 2011. Staff pay was 34% 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 2022. 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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