Idaho Falls Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,186,389 | 1,356,957 | −170,568 | 9.1 | 40% |
| 2012 | 1,249,994 | 1,415,383 | −165,389 | 8.2 | 41% |
| 2013 | 1,248,108 | 1,439,582 | −191,474 | 7.3 | 41% |
| 2014 | 1,323,730 | 1,474,871 | −151,141 | 6.8 | 42% |
| 2015 | 1,356,885 | 1,466,201 | −109,316 | 6.8 | 42% |
| 2016 | 1,345,597 | 1,503,436 | −157,839 | 6.4 | 42% |
| 2017 | 1,364,343 | 1,532,133 | −167,790 | 6.0 | 43% |
| 2018 | 1,525,391 | 1,513,574 | 11,817 | 6.1 | 44% |
| 2019 | 1,388,579 | 1,621,263 | −232,684 | 4.0 | 46% |
| 2021 | 1,847,674 | 1,889,391 | −41,717 | 3.3 | 36% |
| 2022 | 2,148,254 | 1,851,937 | 296,317 | 5.3 | 42% |
| 2023 | 2,397,642 | 2,064,173 | 333,469 | 6.7 | 42% |
In its most recent public year (2023), this organization brought in $333,469 more than it spent. Its reserves stood at about 6.7 months of spending, down from 9.1 in 2011. Staff pay was 42% 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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