Franklinton Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 216,967 | 237,705 | −20,738 | 0.2 | 28% |
| 2012 | 247,492 | 282,721 | −35,229 | -1.3 | 33% |
| 2013 | 180,254 | 192,725 | −12,471 | -2.7 | 41% |
| 2014 | 179,329 | 173,197 | 6,132 | -3.4 | 47% |
| 2015 | 268,483 | 226,749 | 41,734 | 0.6 | 39% |
| 2016 | 273,351 | 244,344 | 29,007 | 1.9 | 41% |
| 2017 | 282,965 | 259,817 | 23,148 | 1.5 | 38% |
| 2018 | 276,682 | 237,760 | 38,922 | 3.0 | 43% |
| 2019 | 261,810 | 246,126 | 15,684 | 3.6 | 40% |
| 2020 | 317,843 | 240,533 | 77,310 | 7.6 | 42% |
| 2021 | 313,466 | 276,362 | 37,104 | 8.2 | 35% |
| 2022 | 328,136 | 325,522 | 2,614 | 7.1 | 29% |
| 2023 | 385,067 | 362,434 | 22,633 | 7.1 | 27% |
In its most recent public year (2023), this organization brought in $22,633 more than it spent. Its reserves stood at about 7.1 months of spending, up from 0.2 in 2011. Staff pay was 27% 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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