Anthony Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 229,247 | 251,672 | −22,425 | 41.5 | 45% |
| 2012 | 245,167 | 257,981 | −12,814 | 40.0 | 45% |
| 2013 | 272,418 | 272,697 | −279 | 37.8 | 43% |
| 2014 | 217,430 | 221,046 | −3,616 | 46.5 | 40% |
| 2015 | 159,010 | 180,068 | −21,058 | 55.6 | 47% |
| 2016 | 153,585 | 156,899 | −3,314 | 63.5 | 50% |
| 2017 | 203,362 | 205,367 | −2,005 | 48.5 | 34% |
| 2018 | 226,043 | 226,926 | −883 | 45.3 | 35% |
| 2019 | 256,838 | 281,710 | −24,872 | 35.4 | 34% |
| 2020 | 299,701 | 284,311 | 15,390 | 35.8 | 34% |
| 2021 | 455,941 | 481,200 | −25,259 | 21.3 | 35% |
| 2022 | 492,924 | 512,437 | −19,513 | 19.5 | 43% |
| 2023 | 507,054 | 496,963 | 10,091 | 20.4 | 48% |
In its most recent public year (2023), this organization brought in $10,091 more than it spent. Its reserves stood at about 20.4 months of spending, down from 41.5 in 2011. Staff pay was 48% 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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