New Orleans Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 9,283,359 | 7,624,337 | 1,659,022 | 39.4 | 55% |
| 2012 | 9,326,830 | 7,829,679 | 1,497,151 | 40.7 | 55% |
| 2013 | 9,800,534 | 7,761,193 | 2,039,341 | 44.2 | 55% |
| 2014 | 9,741,992 | 8,246,388 | 1,495,604 | 43.8 | 55% |
| 2015 | 9,910,600 | 8,326,205 | 1,584,395 | 45.6 | 53% |
| 2016 | 10,329,613 | 8,523,448 | 1,806,165 | 47.1 | 53% |
| 2017 | 10,608,959 | 8,777,223 | 1,831,736 | 48.3 | 53% |
| 2018 | 10,703,076 | 8,810,991 | 1,892,085 | 50.7 | 54% |
| 2019 | 10,858,334 | 8,694,472 | 2,163,862 | 54.3 | 54% |
| 2020 | 10,762,726 | 7,912,923 | 2,849,803 | 64.3 | 55% |
| 2021 | 11,586,038 | 8,572,893 | 3,013,145 | 64.6 | 50% |
| 2022 | 12,400,318 | 9,390,435 | 3,009,883 | 62.8 | 50% |
| 2023 | 13,015,532 | 9,520,226 | 3,495,306 | 66.4 | 51% |
In its most recent public year (2023), this organization brought in $3,495,306 more than it spent. Its reserves stood at about 66.4 months of spending, up from 39.4 in 2011. Staff pay was 51% 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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