William Marconi Italian Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 198,448 | 184,814 | 13,634 | 8.8 | 42% |
| 2011 | 171,325 | 188,672 | −17,347 | 7.6 | 42% |
| 2012 | 200,910 | 178,695 | 22,215 | 9.5 | 45% |
| 2013 | 183,797 | 199,922 | −16,125 | 7.5 | 40% |
| 2014 | 231,526 | 214,986 | 16,540 | 7.9 | 37% |
| 2015 | 229,930 | 227,666 | 2,264 | 7.6 | 36% |
| 2016 | 222,178 | 226,104 | −3,926 | 7.4 | 37% |
| 2017 | 260,099 | 221,282 | 38,817 | 9.7 | 35% |
| 2018 | 236,152 | 234,829 | 1,323 | 9.2 | 31% |
| 2019 | 237,064 | 226,661 | 10,403 | 10.1 | 33% |
| 2020 | 93,698 | 175,775 | −82,077 | 7.4 | 38% |
| 2021 | 232,171 | 208,766 | 23,405 | 7.6 | 43% |
| 2022 | 258,313 | 227,552 | 30,761 | 8.6 | 41% |
| 2023 | 319,778 | 311,370 | 8,408 | 6.6 | 30% |
In its most recent public year (2023), this organization brought in $8,408 more than it spent. Its reserves stood at about 6.6 months of spending, down from 8.8 in 2010. Staff pay was 30% 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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