300 Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 306,310 | 334,344 | −28,034 | 6.1 | 60% |
| 2012 | 269,358 | 313,184 | −43,826 | 4.8 | 58% |
| 2013 | 208,433 | 231,365 | −22,932 | 5.3 | 43% |
| 2014 | 200,229 | 206,466 | −6,237 | 5.5 | 42% |
| 2015 | 193,270 | 209,290 | −16,020 | 4.5 | 45% |
| 2016 | 223,498 | 219,043 | 4,455 | 4.6 | 42% |
| 2017 | 224,047 | 215,340 | 8,707 | 5.1 | 42% |
| 2018 | 226,727 | 200,776 | 25,951 | 7.0 | 46% |
| 2019 | 228,976 | 215,224 | 13,752 | 7.3 | 46% |
| 2020 | 235,540 | 199,451 | 36,089 | 10.1 | 41% |
| 2021 | 227,638 | 210,907 | 16,731 | 10.5 | 42% |
| 2022 | 264,734 | 295,818 | −31,084 | 6.2 | 36% |
| 2023 | 259,851 | 278,975 | −19,124 | 5.8 | 42% |
In its most recent public year (2023), this organization spent $19,124 more than it brought in. Its reserves stood at about 5.8 months of spending. Staff pay was 42% 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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