Harrison Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 717,583 | 736,358 | −18,775 | 5.6 | 41% |
| 2012 | 701,074 | 743,392 | −42,318 | 4.9 | 37% |
| 2013 | 630,466 | 701,862 | −71,396 | 3.9 | 36% |
| 2014 | 606,771 | 719,264 | −112,493 | 1.9 | 38% |
| 2015 | 321,240 | 371,102 | −49,862 | 2.0 | 37% |
| 2016 | 612,849 | 666,280 | −53,431 | 0.1 | 41% |
| 2017 | 735,616 | 694,060 | 41,556 | 0.9 | 40% |
| 2018 | 655,081 | 752,134 | −97,053 | 0.0 | 41% |
| 2019 | 669,168 | 700,645 | −31,477 | -0.5 | 39% |
| 2020 | 670,996 | 675,657 | −4,661 | -0.6 | 42% |
| 2021 | 753,537 | 728,320 | 25,217 | -0.4 | 40% |
| 2022 | 776,594 | 800,587 | −23,993 | -0.3 | 40% |
| 2023 | 848,232 | 907,664 | −59,432 | -1.0 | 40% |
In its most recent public year (2023), this organization spent $59,432 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-1 months), down from 5.6 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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