Cambridge Yacht Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 717,161 | 698,686 | 18,475 | 3.4 | 32% |
| 2012 | 1,301,321 | 671,562 | 629,759 | 14.8 | 27% |
| 2013 | 593,996 | 592,617 | 1,379 | 16.8 | 33% |
| 2014 | 617,761 | 723,384 | −105,623 | 12.0 | 31% |
| 2015 | 598,959 | 612,144 | −13,185 | 13.9 | 36% |
| 2016 | 585,244 | 564,948 | 20,296 | 15.5 | 38% |
| 2017 | 620,925 | 583,087 | 37,838 | 15.8 | 39% |
| 2018 | 655,180 | 664,586 | −9,406 | 13.7 | 36% |
| 2019 | 615,695 | 653,582 | −37,887 | 13.2 | 39% |
| 2020 | 487,178 | 533,865 | −46,687 | 15.1 | 32% |
| 2021 | 635,920 | 591,227 | 44,693 | 14.6 | 32% |
| 2022 | 795,229 | 715,481 | 79,748 | 13.4 | 36% |
| 2023 | 1,091,499 | 839,556 | 251,943 | 15.0 | 39% |
In its most recent public year (2023), this organization brought in $251,943 more than it spent. Its reserves stood at about 15 months of spending, up from 3.4 in 2011. Staff pay was 39% 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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