Merced Golf And Country Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,757,384 | 1,909,400 | −152,016 | 5.6 | 43% |
| 2012 | 1,703,153 | 1,901,641 | −198,488 | 4.4 | 35% |
| 2013 | 1,797,547 | 1,779,808 | 17,739 | 4.8 | 20% |
| 2014 | 1,685,655 | 1,783,838 | −98,183 | 4.1 | 20% |
| 2015 | 1,773,227 | 1,777,559 | −4,332 | 4.1 | 22% |
| 2016 | 1,640,691 | 1,755,284 | −114,593 | 3.4 | 22% |
| 2017 | 1,750,727 | 1,732,238 | 18,489 | 3.5 | 23% |
| 2018 | 1,743,527 | 1,830,499 | −86,972 | 2.8 | 23% |
| 2019 | 1,793,347 | 1,836,908 | −43,561 | 2.5 | 24% |
| 2020 | 1,695,964 | 1,684,594 | 11,370 | 2.8 | 20% |
| 2021 | 2,111,312 | 1,795,431 | 315,881 | 4.7 | 24% |
| 2022 | 2,530,890 | 2,309,589 | 221,301 | 4.8 | 26% |
| 2023 | 2,304,731 | 2,148,215 | 156,516 | 6.1 | 26% |
In its most recent public year (2023), this organization brought in $156,516 more than it spent. Its reserves stood at about 6.1 months of spending. Staff pay was 26% 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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