Bloomfield Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 151,571 | 151,680 | −109 | 11.3 | 39% |
| 2012 | 168,582 | 178,278 | −9,696 | 9.0 | 34% |
| 2013 | 161,005 | 158,356 | 2,649 | 9.3 | 34% |
| 2014 | 159,139 | 160,009 | −870 | 9.0 | 42% |
| 2015 | 152,368 | 154,217 | −1,849 | 9.0 | 45% |
| 2016 | 163,661 | 156,960 | 6,701 | 8.6 | 46% |
| 2017 | 168,325 | 160,246 | 8,079 | 9.7 | 39% |
| 2018 | 174,720 | 157,230 | 17,490 | 10.5 | 44% |
| 2019 | 180,604 | 139,550 | 41,054 | 14.5 | 40% |
| 2020 | 175,167 | 142,486 | 32,681 | 17.5 | 36% |
| 2021 | 298,739 | 221,449 | 77,290 | 15.4 | 29% |
| 2022 | 401,528 | 274,287 | 127,241 | 17.9 | 27% |
| 2023 | 411,116 | 299,979 | 111,137 | 20.9 | 24% |
In its most recent public year (2023), this organization brought in $111,137 more than it spent. Its reserves stood at about 20.9 months of spending, up from 11.3 in 2011. Staff pay was 24% 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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