Torrington Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,091,833 | 2,304,526 | −212,693 | 5.5 | 36% |
| 2012 | 2,703,998 | 2,721,905 | −17,907 | 4.6 | 40% |
| 2013 | 2,129,991 | 2,287,096 | −157,105 | 4.6 | 43% |
| 2014 | 2,178,477 | 2,326,858 | −148,381 | 3.8 | 44% |
| 2015 | 2,311,834 | 2,280,170 | 31,664 | 4.0 | 43% |
| 2016 | 2,311,546 | 2,312,406 | −860 | 4.0 | 43% |
| 2017 | 2,272,074 | 2,303,446 | −31,372 | 3.8 | 45% |
| 2018 | 2,551,944 | 2,358,260 | 193,684 | 4.7 | 44% |
| 2019 | 2,278,448 | 2,223,303 | 55,145 | 4.8 | 42% |
| 2020 | 1,893,295 | 1,932,105 | −38,810 | 5.3 | 42% |
| 2021 | 2,214,584 | 2,117,388 | 97,196 | 5.3 | 42% |
| 2022 | 2,388,831 | 2,446,182 | −57,351 | 4.4 | 44% |
| 2023 | 2,586,144 | 2,511,889 | 74,255 | 6.2 | 45% |
In its most recent public year (2023), this organization brought in $74,255 more than it spent. Its reserves stood at about 6.2 months of spending. Staff pay was 45% 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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