Clarksdale Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 1,368,998 | 1,242,843 | 126,155 | 32.9 | 17% |
| 2013 | 1,351,567 | 1,318,740 | 32,827 | 31.3 | 17% |
| 2014 | 1,391,175 | 1,352,424 | 38,751 | 30.9 | 16% |
| 2015 | 1,344,890 | 1,325,003 | 19,887 | 31.7 | 15% |
| 2016 | 1,574,681 | 1,360,985 | 213,696 | 33.3 | 15% |
| 2017 | 1,392,428 | 1,135,444 | 256,984 | 41.0 | 2% |
| 2018 | 1,324,638 | 1,300,398 | 24,240 | 36.1 | 14% |
| 2019 | 1,333,054 | 1,281,918 | 51,136 | 37.8 | 15% |
| 2020 | 1,326,910 | 1,362,811 | −35,901 | 35.3 | 14% |
| 2021 | 1,555,694 | 1,336,368 | 219,326 | 38.0 | 14% |
| 2022 | 1,449,605 | 1,512,831 | −63,226 | 33.1 | 17% |
| 2023 | 1,731,850 | 1,506,242 | 225,608 | 35.0 | 13% |
| 2024 | 1,755,950 | 1,481,173 | 274,777 | 39.7 | 11% |
In its most recent public year (2024), this organization brought in $274,777 more than it spent. Its reserves stood at about 39.7 months of spending, up from 32.9 in 2012. Staff pay was 11% 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 2024. 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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