Morrilton Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 350,684 | 361,912 | −11,228 | 21.4 | 25% |
| 2012 | 381,996 | 379,175 | 2,821 | 20.5 | 25% |
| 2013 | 401,177 | 391,416 | 9,761 | 20.2 | 25% |
| 2014 | 349,027 | 340,292 | 8,735 | 23.5 | 43% |
| 2015 | 342,333 | 340,400 | 1,933 | 23.6 | 44% |
| 2016 | 321,388 | 338,340 | −16,952 | 23.1 | 42% |
| 2017 | 327,783 | 346,765 | −18,982 | 21.9 | 43% |
| 2018 | 325,927 | 340,471 | −14,544 | 21.8 | 43% |
| 2019 | 322,197 | 328,118 | −5,921 | 22.4 | 45% |
| 2020 | 289,691 | 325,253 | −35,562 | 21.3 | 45% |
| 2021 | 363,350 | 315,511 | 47,839 | 23.8 | 48% |
| 2022 | 331,949 | 351,385 | −19,436 | 20.7 | 45% |
| 2023 | 352,381 | 373,713 | −21,332 | 18.8 | 40% |
In its most recent public year (2023), this organization spent $21,332 more than it brought in. Its reserves stood at about 18.8 months of spending, down from 21.4 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 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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