Country Club Of Charleston
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 5,329,131 | 5,629,323 | −300,192 | 17.1 | 45% |
| 2013 | 5,963,470 | 5,727,291 | 236,179 | 17.2 | 44% |
| 2014 | 6,492,129 | 6,010,311 | 481,818 | 17.5 | 47% |
| 2015 | 6,782,768 | 6,236,269 | 546,499 | 18.1 | 47% |
| 2016 | 8,705,912 | 7,482,186 | 1,223,726 | 17.9 | 50% |
| 2017 | 8,160,797 | 7,179,386 | 981,411 | 20.3 | 46% |
| 2018 | 10,431,841 | 7,465,535 | 2,966,306 | 24.3 | 46% |
| 2019 | 10,706,932 | 9,267,428 | 1,439,504 | 11.3 | 33% |
| 2020 | 11,722,731 | 10,003,522 | 1,719,209 | 12.6 | 34% |
| 2021 | 12,427,856 | 10,975,474 | 1,452,382 | 21.2 | 38% |
| 2022 | 12,590,239 | 12,551,365 | 38,874 | 18.7 | 42% |
| 2023 | 9,686,461 | 8,634,857 | 1,051,604 | 24.8 | 33% |
In its most recent public year (2023), this organization brought in $1,051,604 more than it spent. Its reserves stood at about 24.8 months of spending, up from 17.1 in 2012. 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 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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