Bakersfield Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 3,844,960 | 4,232,856 | −387,896 | 12.3 | 49% |
| 2013 | 4,238,745 | 4,346,490 | −107,745 | 11.7 | 50% |
| 2014 | 3,941,300 | 4,226,354 | −285,054 | 11.2 | 52% |
| 2015 | 4,755,190 | 4,256,477 | 498,713 | 12.5 | 53% |
| 2016 | 5,651,381 | 5,048,702 | 602,679 | 12.0 | 50% |
| 2017 | 4,697,161 | 5,220,415 | −523,254 | 10.4 | 48% |
| 2018 | 4,907,161 | 5,384,090 | −476,929 | 9.0 | 47% |
| 2019 | 5,018,413 | 5,103,928 | −85,515 | 9.3 | 45% |
| 2020 | 4,341,530 | 4,814,985 | −473,455 | 8.7 | 47% |
| 2021 | 4,028,175 | 3,615,430 | 412,745 | 12.9 | 35% |
| 2022 | 4,315,034 | 4,720,820 | −405,786 | 8.9 | 41% |
| 2023 | 4,981,888 | 5,775,139 | −793,251 | 5.6 | 45% |
| 2024 | 5,655,734 | 5,933,352 | −277,618 | 4.9 | 45% |
In its most recent public year (2024), this organization spent $277,618 more than it brought in. Its reserves stood at about 4.9 months of spending, down from 12.3 in 2012. Staff pay was 45% 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 2024. 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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