Graham Country Club Incorporated
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 765,178 | 771,433 | −6,255 | 13.7 | 33% |
| 2012 | 935,179 | 797,967 | 137,212 | 15.3 | 42% |
| 2013 | 857,773 | 838,838 | 18,935 | 14.8 | 40% |
| 2014 | 1,436,471 | 1,408,879 | 27,592 | 9.5 | 24% |
| 2015 | 1,367,081 | 1,348,677 | 18,404 | 10.1 | 24% |
| 2016 | 1,394,294 | 1,444,938 | −50,644 | 9.0 | 25% |
| 2017 | 1,445,242 | 1,504,426 | −59,184 | 8.3 | 24% |
| 2018 | 1,502,575 | 1,554,732 | −52,157 | 7.6 | 23% |
| 2019 | 1,534,628 | 1,471,234 | 63,394 | 8.6 | 20% |
| 2020 | 1,528,814 | 1,571,613 | −42,799 | 7.5 | 16% |
| 2021 | 1,595,480 | 1,571,120 | 24,360 | 8.6 | 17% |
| 2022 | 1,961,173 | 1,872,675 | 88,498 | 7.8 | 19% |
| 2023 | 2,130,961 | 2,222,223 | −91,262 | 6.1 | 18% |
In its most recent public year (2023), this organization spent $91,262 more than it brought in. Its reserves stood at about 6.1 months of spending, down from 13.7 in 2011. Staff pay was 18% 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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