Fredonia Golf Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 186,581 | 185,183 | 1,398 | 1.9 | 25% |
| 2012 | 225,455 | 211,743 | 13,712 | 4.1 | 30% |
| 2013 | 204,265 | 217,745 | −13,480 | 3.2 | 29% |
| 2014 | 194,828 | 209,545 | −14,717 | 2.2 | 32% |
| 2015 | 201,505 | 196,556 | 4,949 | 2.6 | 31% |
| 2016 | 193,524 | 183,883 | 9,641 | 3.4 | 32% |
| 2017 | 237,755 | 192,543 | 45,212 | 6.1 | 33% |
| 2018 | 195,422 | 192,828 | 2,594 | 6.3 | 37% |
| 2019 | 193,577 | 184,198 | 9,379 | 7.2 | 35% |
| 2020 | 172,706 | 212,333 | −39,627 | 5.3 | 41% |
| 2021 | 213,352 | 225,887 | −12,535 | 4.4 | 39% |
| 2022 | 220,874 | 240,466 | −19,592 | 3.1 | 33% |
| 2023 | 193,776 | 233,300 | −39,524 | 1.2 | 33% |
In its most recent public year (2023), this organization spent $39,524 more than it brought in. Its reserves stood at about 1.2 months of spending. Staff pay was 33% 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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