Country Club Incorporated
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,649,740 | 1,647,370 | 2,370 | 1.8 | 36% |
| 2012 | 1,575,144 | 1,641,444 | −66,300 | 1.3 | 36% |
| 2013 | 1,558,700 | 1,544,167 | 14,533 | 1.5 | 38% |
| 2014 | 1,517,220 | 1,539,428 | −22,208 | 1.4 | 39% |
| 2015 | 1,497,249 | 1,475,392 | 21,857 | 1.6 | 0% |
| 2016 | 1,546,054 | 1,482,236 | 63,818 | 2.1 | 41% |
| 2017 | 1,554,878 | 1,503,181 | 51,697 | 2.5 | 39% |
| 2018 | 1,622,042 | 1,570,682 | 51,360 | 2.8 | 40% |
| 2019 | 1,684,843 | 1,634,857 | 49,986 | 3.0 | 39% |
| 2020 | 1,895,130 | 1,659,437 | 235,693 | 4.7 | 41% |
| 2021 | 1,987,494 | 1,831,047 | 156,447 | 5.3 | 39% |
| 2022 | 2,281,786 | 2,023,520 | 258,266 | 6.3 | 42% |
| 2023 | 2,258,026 | 2,480,206 | −222,180 | 4.1 | 41% |
In its most recent public year (2023), this organization spent $222,180 more than it brought in. Its reserves stood at about 4.1 months of spending, up from 1.8 in 2011. Staff pay was 41% 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
Country Club Incorporated'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