Magnolia Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 646,081 | 634,715 | 11,366 | 12.3 | 44% |
| 2011 | 683,639 | 604,861 | 78,778 | 14.5 | 44% |
| 2012 | 716,450 | 686,492 | 29,958 | 13.3 | 46% |
| 2013 | 701,920 | 699,034 | 2,886 | 13.1 | 45% |
| 2014 | 717,954 | 666,739 | 51,215 | 14.7 | 48% |
| 2015 | 668,236 | 693,048 | −24,812 | 13.7 | 43% |
| 2016 | 694,721 | 729,078 | −34,357 | 12.4 | 44% |
| 2017 | 681,659 | 735,063 | −53,404 | 11.5 | 42% |
| 2018 | 680,406 | 711,467 | −31,061 | 11.3 | 41% |
| 2019 | 694,977 | 902,624 | −207,647 | 6.2 | 32% |
| 2020 | 516,764 | 570,320 | −53,556 | 8.6 | 43% |
| 2021 | 615,486 | 597,504 | 17,982 | 8.6 | 39% |
| 2022 | 628,936 | 569,914 | 59,022 | 10.2 | 41% |
In its most recent public year (2022), this organization brought in $59,022 more than it spent. Its reserves stood at about 10.2 months of spending, down from 12.3 in 2010. Staff pay was 41% 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 2022. 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