Santa Ana Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 7,045,677 | 7,596,050 | −550,373 | 14.9 | 42% |
| 2012 | 7,445,956 | 7,928,509 | −482,553 | 13.6 | 41% |
| 2013 | 8,026,354 | 7,909,631 | 116,723 | 13.8 | 42% |
| 2014 | 8,409,102 | 8,525,049 | −115,947 | 12.6 | 42% |
| 2015 | 9,089,154 | 8,972,100 | 117,054 | 12.1 | 41% |
| 2016 | 8,170,911 | 8,477,591 | −306,680 | 12.4 | 42% |
| 2017 | 10,184,957 | 10,396,765 | −211,808 | 9.9 | 39% |
| 2018 | 8,905,043 | 9,020,153 | −115,110 | 11.2 | 32% |
| 2019 | 9,324,705 | 9,586,693 | −261,988 | 10.2 | 32% |
| 2020 | 8,860,285 | 8,418,016 | 442,269 | 12.3 | 32% |
| 2021 | 12,207,934 | 8,754,197 | 3,453,737 | 16.5 | 28% |
| 2022 | 9,726,937 | 9,997,686 | −270,749 | 14.2 | 38% |
| 2023 | 11,335,675 | 11,228,485 | 107,190 | 12.7 | 35% |
In its most recent public year (2023), this organization brought in $107,190 more than it spent. Its reserves stood at about 12.7 months of spending, down from 14.9 in 2011. 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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