Mercerwood Shore Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 919,834 | 975,211 | −55,377 | 9.1 | 26% |
| 2012 | 911,988 | 876,996 | 34,992 | 10.6 | 31% |
| 2013 | 893,679 | 910,503 | −16,824 | 17.0 | 37% |
| 2014 | 794,019 | 817,215 | −23,196 | 20.3 | 39% |
| 2015 | 1,051,963 | 1,029,966 | 21,997 | 16.7 | 31% |
| 2016 | 1,340,173 | 1,300,646 | 39,527 | 13.6 | 29% |
| 2017 | 1,329,904 | 1,477,759 | −147,855 | 10.8 | 30% |
| 2018 | 1,380,232 | 1,392,085 | −11,853 | 11.3 | 33% |
| 2019 | 1,558,371 | 1,386,002 | 172,369 | 12.9 | 31% |
| 2020 | 1,213,233 | 1,219,553 | −6,320 | 14.6 | 33% |
| 2021 | 1,602,051 | 1,460,255 | 141,796 | 13.3 | 35% |
| 2022 | 1,562,577 | 1,561,304 | 1,273 | 12.5 | 33% |
| 2023 | 1,672,328 | 1,607,089 | 65,239 | 12.7 | 36% |
In its most recent public year (2023), this organization brought in $65,239 more than it spent. Its reserves stood at about 12.7 months of spending, up from 9.1 in 2011. Staff pay was 36% 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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