Crowley Town Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 255,169 | 260,425 | −5,256 | -0.1 | 54% |
| 2012 | 283,127 | 274,341 | 8,786 | 0.3 | 51% |
| 2013 | 326,993 | 309,398 | 17,595 | 1.0 | 44% |
| 2014 | 299,647 | 321,850 | −22,203 | 0.1 | 48% |
| 2015 | 322,462 | 322,570 | −108 | 0.1 | 48% |
| 2016 | 253,587 | 274,332 | −20,745 | -0.8 | 50% |
| 2017 | 287,735 | 284,596 | 3,139 | -0.6 | 47% |
| 2018 | 285,977 | 320,629 | −34,652 | -1.9 | 42% |
| 2019 | 338,766 | 274,338 | 64,428 | 0.6 | 48% |
| 2020 | 239,045 | 215,973 | 23,072 | 2.1 | 39% |
| 2021 | 311,323 | 249,226 | 62,097 | 4.8 | 42% |
| 2022 | 277,017 | 275,587 | 1,430 | 4.4 | 35% |
| 2023 | 266,478 | 266,103 | 375 | 4.6 | 33% |
In its most recent public year (2023), this organization brought in $375 more than it spent. Its reserves stood at about 4.6 months of spending, up from -0.1 in 2011. Staff pay was 33% 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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