Somerville Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 153,395 | 149,845 | 3,550 | -4.0 | 34% |
| 2012 | 148,597 | 133,218 | 15,379 | -3.2 | 35% |
| 2013 | 139,431 | 142,412 | −2,981 | -3.2 | 29% |
| 2014 | 123,665 | 130,444 | −6,779 | -4.1 | 27% |
| 2015 | 111,903 | 91,954 | 19,949 | -4.8 | 35% |
| 2016 | 143,584 | 126,474 | 17,110 | -6.0 | 13% |
| 2017 | 152,446 | 156,282 | −3,836 | -5.2 | 24% |
| 2018 | 181,060 | 168,586 | 12,474 | -3.9 | 23% |
| 2019 | 221,257 | 214,706 | 6,551 | -2.7 | 18% |
| 2020 | 256,856 | 265,979 | −9,123 | -2.5 | 28% |
| 2021 | 284,956 | 272,980 | 11,976 | -1.9 | 29% |
| 2022 | 267,509 | 238,065 | 29,444 | -0.7 | 34% |
| 2023 | 206,951 | 198,987 | 7,964 | 0.8 | 28% |
In its most recent public year (2023), this organization brought in $7,964 more than it spent. Its reserves stood at about 0.8 months of spending, up from -4 in 2011. Staff pay was 28% 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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