Thomaston Fish & Game Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 92,613 | 53,153 | 39,460 | 72.5 | 0% |
| 2012 | 80,001 | 44,914 | 35,087 | 92.3 | 0% |
| 2013 | 91,543 | 43,750 | 47,793 | 103.2 | 0% |
| 2014 | 89,726 | 57,857 | 31,869 | 83.7 | 0% |
| 2015 | 85,908 | 74,920 | 10,988 | 66.4 | 0% |
| 2016 | 82,077 | 59,225 | 22,852 | 89.7 | 0% |
| 2017 | 101,188 | 73,813 | 27,375 | 77.1 | 0% |
| 2018 | 103,316 | 72,129 | 31,187 | 83.8 | 0% |
| 2019 | 108,881 | 79,679 | 29,202 | 81.5 | 0% |
| 2020 | 81,535 | 79,955 | 1,580 | 79.3 | 0% |
| 2021 | 141,664 | 87,894 | 53,770 | 80.6 | 0% |
| 2022 | 107,951 | 116,897 | −8,946 | 61.9 | 0% |
| 2023 | 213,258 | 73,852 | 139,406 | 122.8 | 0% |
In its most recent public year (2023), this organization brought in $139,406 more than it spent. Its reserves stood at about 122.8 months of spending, up from 72.5 in 2011. Staff pay was 0% 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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