Country Club Of Clarendon
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 279,490 | 287,341 | −7,851 | 15.0 | 39% |
| 2012 | 281,512 | 216,581 | 64,931 | 19.9 | 34% |
| 2013 | 198,747 | 222,979 | −24,232 | 17.6 | 28% |
| 2014 | 196,329 | 197,229 | −900 | 20.0 | 32% |
| 2015 | 186,769 | 185,056 | 1,713 | 19.3 | 29% |
| 2016 | 154,822 | 154,864 | −42 | 23.1 | 42% |
| 2017 | 160,429 | 141,888 | 18,541 | 24.5 | 44% |
| 2018 | 165,001 | 11,024 | 153,977 | 240.9 | 30% |
| 2019 | 177,315 | 161,013 | 16,302 | 17.7 | 41% |
| 2020 | 224,859 | 199,133 | 25,726 | 15.9 | 43% |
| 2021 | 203,635 | 204,213 | −578 | 15.6 | 44% |
| 2022 | 229,139 | 197,003 | 32,136 | 17.6 | 42% |
| 2023 | 225,098 | 258,262 | −33,164 | 11.9 | 31% |
In its most recent public year (2023), this organization spent $33,164 more than it brought in. Its reserves stood at about 11.9 months of spending, down from 15 in 2011. Staff pay was 31% 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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