Columbia Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,771,144 | 2,775,410 | −4,266 | 1.5 | 31% |
| 2012 | 2,580,740 | 2,740,180 | −159,440 | 0.8 | 30% |
| 2013 | 2,056,144 | 2,185,546 | −129,402 | 0.3 | 30% |
| 2014 | 1,672,285 | 1,753,154 | −80,869 | -1.0 | 29% |
| 2015 | 2,060,522 | 2,278,156 | −217,634 | -1.9 | 31% |
| 2016 | 2,180,115 | 2,324,938 | −144,823 | -2.6 | 31% |
| 2017 | 2,347,452 | 2,437,452 | −90,000 | -2.8 | 31% |
| 2018 | 2,530,053 | 2,532,372 | −2,319 | -2.6 | 30% |
| 2019 | 2,502,884 | 2,529,349 | −26,465 | -2.7 | 31% |
| 2020 | 2,464,364 | 2,312,739 | 151,625 | -2.2 | 32% |
| 2021 | 2,843,036 | 2,633,134 | 209,902 | -0.9 | 32% |
| 2022 | 2,954,345 | 2,941,041 | 13,304 | -0.9 | 33% |
| 2023 | 3,686,408 | 3,235,680 | 450,728 | 1.3 | 36% |
In its most recent public year (2023), this organization brought in $450,728 more than it spent. Its reserves stood at about 1.3 months of spending. Staff pay was 36% 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
Columbia Country Club's IRS filings as a feed — one entry per filing year, through 2023. Add the address to any feed reader; in Slack, send /feed subscribe with it (pasting the link alone won't subscribe). How this feed works