Milan Golf And Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 450,525 | 453,982 | −3,457 | -8.2 | 37% |
| 2012 | 463,073 | 445,705 | 17,368 | -7.9 | 37% |
| 2013 | 351,555 | 369,508 | −17,953 | -10.1 | 40% |
| 2014 | 396,262 | 383,104 | 13,158 | -9.4 | 38% |
| 2015 | 412,877 | 401,275 | 11,602 | -8.7 | 40% |
| 2016 | 465,903 | 400,221 | 65,682 | -6.6 | 39% |
| 2017 | 454,037 | 419,388 | 34,649 | -6.2 | 41% |
| 2018 | 454,888 | 417,530 | 37,358 | -5.3 | 41% |
| 2019 | 473,813 | 432,838 | 40,975 | -3.9 | 40% |
| 2020 | 472,206 | 482,840 | −10,634 | -3.7 | 39% |
| 2021 | 574,962 | 492,745 | 82,217 | -1.5 | 37% |
| 2022 | 577,905 | 541,421 | 36,484 | -0.5 | 38% |
| 2023 | 595,764 | 545,282 | 50,482 | 0.8 | 38% |
In its most recent public year (2023), this organization brought in $50,482 more than it spent. Its reserves stood at about 0.8 months of spending, up from -8.2 in 2011. Staff pay was 38% 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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