Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 156,808 | 156,132 | 676 | 10.5 | 28% |
| 2012 | 135,234 | 132,357 | 2,877 | 12.5 | 25% |
| 2013 | 122,293 | 118,940 | 3,353 | 14.2 | 32% |
| 2014 | 119,508 | 117,325 | 2,183 | 14.6 | 31% |
| 2015 | 104,259 | 104,635 | −376 | 16.3 | 29% |
| 2016 | 91,654 | 91,121 | 533 | 18.8 | 19% |
| 2017 | 89,827 | 91,327 | −1,500 | 18.6 | 0% |
| 2018 | 110,450 | 109,005 | 1,445 | 15.8 | 0% |
| 2020 | 140,454 | 124,234 | 16,220 | 18.8 | — |
| 2021 | 167,269 | 150,944 | 16,325 | 16.8 | — |
| 2022 | 222,350 | 195,215 | 27,135 | 14.8 | 16% |
| 2023 | 222,519 | 199,557 | 22,962 | 17.7 | 18% |
In its most recent public year (2023), this organization brought in $22,962 more than it spent. Its reserves stood at about 17.7 months of spending, up from 10.5 in 2011. Staff pay was 18% 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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