Cleveland Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,162,896 | 993,974 | 168,922 | 30.0 | 46% |
| 2012 | 1,225,997 | 1,014,168 | 211,829 | 31.9 | 46% |
| 2013 | 1,266,826 | 1,039,467 | 227,359 | 33.7 | 46% |
| 2014 | 1,281,483 | 1,096,232 | 185,251 | 34.0 | 45% |
| 2015 | 1,333,551 | 1,225,772 | 107,779 | 31.5 | 41% |
| 2016 | 1,371,104 | 1,231,177 | 139,927 | 32.7 | 43% |
| 2017 | 1,355,022 | 1,171,359 | 183,663 | 36.3 | 46% |
| 2018 | 1,211,814 | 1,381,569 | −169,755 | 29.3 | 39% |
| 2019 | 1,374,465 | 1,597,398 | −222,933 | 23.6 | 37% |
| 2020 | 1,607,311 | 1,549,605 | 57,706 | 24.8 | 42% |
| 2021 | 1,814,653 | 1,740,216 | 74,437 | 22.6 | 36% |
| 2022 | 2,159,705 | 1,956,098 | 203,607 | 24.1 | 37% |
| 2023 | 2,046,500 | 2,091,597 | −45,097 | 22.3 | 38% |
| 2024 | 2,235,946 | 1,992,884 | 243,062 | 24.8 | 40% |
In its most recent public year (2024), this organization brought in $243,062 more than it spent. Its reserves stood at about 24.8 months of spending, down from 30 in 2011. Staff pay was 40% 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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works