Marshfield Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 3,417,404 | 3,342,138 | 75,266 | 9.0 | 39% |
| 2012 | 3,404,414 | 3,522,899 | −118,485 | 8.3 | 37% |
| 2013 | 3,464,411 | 3,528,711 | −64,300 | 7.8 | 38% |
| 2014 | 3,511,282 | 3,399,482 | 111,800 | 7.9 | 38% |
| 2015 | 3,874,714 | 3,965,873 | −91,159 | 8.0 | 45% |
| 2016 | 4,023,347 | 4,337,158 | −313,811 | 6.4 | 45% |
| 2017 | 4,010,925 | 4,200,803 | −189,878 | 6.1 | 49% |
| 2018 | 4,120,147 | 4,181,514 | −61,367 | 5.9 | 39% |
| 2019 | 4,144,197 | 4,316,283 | −172,086 | 1.7 | 38% |
| 2020 | 4,565,380 | 4,274,237 | 291,143 | 2.6 | 39% |
| 2021 | 5,270,300 | 4,879,845 | 390,455 | 3.2 | 38% |
| 2022 | 4,968,407 | 5,305,413 | −337,006 | 2.2 | 37% |
| 2023 | 5,438,956 | 5,199,570 | 239,386 | 2.8 | 40% |
In its most recent public year (2023), this organization brought in $239,386 more than it spent. Its reserves stood at about 2.8 months of spending, down from 9 in 2011. Staff pay was 40% 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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works