Grand National Waterfowl Hunt Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 160,702 | 153,563 | 7,139 | 4.7 | — |
| 2013 | 136,507 | 118,183 | 18,324 | 8.0 | — |
| 2014 | 127,113 | 131,342 | −4,229 | 6.8 | — |
| 2015 | 121,481 | 135,539 | −14,058 | 5.4 | — |
| 2016 | 112,896 | 120,827 | −7,931 | 5.2 | — |
| 2017 | 117,744 | 107,783 | 9,961 | 7.1 | — |
| 2018 | 126,317 | 102,681 | 23,636 | 10.2 | — |
| 2019 | 137,252 | 126,375 | 10,877 | 9.3 | — |
| 2020 | 112,141 | 117,541 | −5,400 | 9.5 | — |
| 2021 | 8,842 | 7,571 | 1,271 | 148.7 | — |
| 2022 | 108,725 | 86,084 | 22,641 | 16.2 | — |
| 2023 | 116,258 | 94,246 | 22,012 | 17.6 | — |
In its most recent public year (2023), this organization brought in $22,012 more than it spent. Its reserves stood at about 17.6 months of spending, up from 4.7 in 2012.
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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