Alva Golf & Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 301,587 | 263,754 | 37,833 | 6.8 | 51% |
| 2013 | 361,899 | 301,560 | 60,339 | 8.4 | 48% |
| 2014 | 414,975 | 349,476 | 65,499 | 9.5 | 45% |
| 2015 | 370,198 | 396,036 | −25,838 | 7.6 | 44% |
| 2016 | 362,101 | 400,751 | −38,650 | 5.7 | 46% |
| 2017 | 358,362 | 450,654 | −92,292 | 2.6 | 34% |
| 2018 | 360,844 | 381,087 | −20,243 | 2.4 | 38% |
| 2019 | 338,649 | 372,491 | −33,842 | 1.4 | 38% |
| 2020 | 328,255 | 354,122 | −25,867 | 0.6 | 39% |
| 2021 | 347,803 | 334,582 | 13,221 | 1.1 | 38% |
| 2022 | 372,906 | 375,840 | −2,934 | 0.8 | 39% |
| 2023 | 470,386 | 437,187 | 33,199 | 1.5 | 35% |
In its most recent public year (2023), this organization brought in $33,199 more than it spent. Its reserves stood at about 1.5 months of spending, down from 6.8 in 2012. Staff pay was 35% 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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