Anniston Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,554,826 | 1,915,970 | −361,144 | 6.7 | 41% |
| 2012 | 1,557,717 | 1,765,407 | −207,690 | 6.2 | 44% |
| 2013 | 1,627,432 | 1,921,003 | −293,571 | 4.2 | 41% |
| 2014 | 2,668,627 | 1,791,351 | 877,276 | 10.0 | 38% |
| 2015 | 1,550,638 | 1,596,505 | −45,867 | 11.8 | 31% |
| 2016 | 1,396,395 | 1,524,895 | −128,500 | 11.4 | 31% |
| 2017 | 1,434,860 | 1,555,114 | −120,254 | 10.2 | 31% |
| 2018 | 1,838,052 | 1,893,394 | −55,342 | 8.0 | 35% |
| 2019 | 1,823,217 | 1,912,117 | −88,900 | 7.4 | 38% |
| 2020 | 1,544,383 | 1,745,384 | −201,001 | 6.7 | 37% |
| 2021 | 1,717,880 | 1,938,406 | −220,526 | 4.7 | 38% |
In its most recent public year (2021), this organization spent $220,526 more than it brought in. Its reserves stood at about 4.7 months of spending, down from 6.7 in 2011. Staff pay was 38% 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 2021. 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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