Highland Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,494,514 | 1,525,651 | −31,137 | 17.6 | 47% |
| 2012 | 1,537,434 | 1,591,555 | −54,121 | 16.4 | 48% |
| 2013 | 1,568,254 | 1,533,431 | 34,823 | 17.3 | 48% |
| 2014 | 1,443,914 | 1,544,390 | −100,476 | 16.4 | 49% |
| 2015 | 1,479,421 | 1,564,798 | −85,377 | 15.5 | 50% |
| 2016 | 1,473,988 | 1,597,027 | −123,039 | 14.3 | 46% |
| 2017 | 1,490,880 | 1,625,236 | −134,356 | 13.1 | 46% |
| 2018 | 1,464,842 | 1,739,959 | −275,117 | 10.3 | 45% |
| 2019 | 1,697,270 | 1,763,746 | −66,476 | 9.7 | 46% |
| 2020 | 1,435,315 | 1,598,183 | −162,868 | 9.0 | 45% |
| 2021 | 1,850,691 | 1,769,880 | 80,811 | 9.0 | 48% |
| 2022 | 1,758,388 | 1,944,285 | −185,897 | 6.9 | 47% |
In its most recent public year (2022), this organization spent $185,897 more than it brought in. Its reserves stood at about 6.9 months of spending, down from 17.6 in 2011. Staff pay was 47% 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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