Cedarwood Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 4,164,959 | 4,188,418 | −23,459 | 8.3 | 31% |
| 2012 | 4,405,275 | 4,326,771 | 78,504 | 8.3 | 30% |
| 2013 | 4,461,598 | 4,451,890 | 9,708 | 8.0 | 30% |
| 2014 | 4,398,123 | 4,509,382 | −111,259 | 7.6 | 31% |
| 2015 | 4,743,565 | 4,606,064 | 137,501 | 7.7 | 30% |
| 2016 | 4,415,011 | 4,583,764 | −168,753 | 7.3 | 33% |
| 2017 | 4,790,214 | 5,005,614 | −215,400 | 6.1 | 29% |
| 2018 | 4,691,021 | 4,985,180 | −294,159 | 7.1 | 2% |
| 2019 | 6,001,791 | 5,197,650 | 804,141 | 6.9 | 2% |
| 2020 | 5,310,413 | 5,176,537 | 133,876 | 7.2 | 2% |
| 2021 | 6,158,593 | 5,941,169 | 217,424 | 6.7 | 32% |
| 2022 | 6,804,687 | 6,550,344 | 254,343 | 6.5 | 33% |
In its most recent public year (2022), this organization brought in $254,343 more than it spent. Its reserves stood at about 6.5 months of spending, down from 8.3 in 2011. Staff pay was 33% 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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