Newcastle Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 223,670 | 235,060 | −11,390 | 4.3 | 34% |
| 2011 | 249,696 | 273,310 | −23,614 | 4.1 | 29% |
| 2012 | 246,180 | 241,810 | 4,370 | 4.7 | 37% |
| 2013 | 173,407 | 175,780 | −2,373 | 5.3 | 45% |
| 2014 | 185,166 | 167,501 | 17,665 | 6.8 | 41% |
| 2015 | 202,719 | 208,629 | −5,910 | 5.1 | 34% |
| 2016 | 178,068 | 180,658 | −2,590 | 5.8 | 39% |
| 2017 | 190,064 | 168,372 | 21,692 | 7.7 | 37% |
| 2018 | 187,504 | 185,782 | 1,722 | 7.1 | 33% |
| 2019 | 190,175 | 190,693 | −518 | 6.9 | 31% |
| 2020 | 236,566 | 204,999 | 31,567 | 8.3 | 29% |
| 2021 | 257,434 | 260,554 | −3,120 | 6.4 | 34% |
| 2022 | 326,255 | 293,743 | 32,512 | 7.0 | 34% |
| 2023 | 410,771 | 362,895 | 47,876 | 7.2 | 35% |
In its most recent public year (2023), this organization brought in $47,876 more than it spent. Its reserves stood at about 7.2 months of spending, up from 4.3 in 2010. 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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