Wallingford Country Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,582,108 | 2,748,058 | −165,950 | 1.6 | 41% |
| 2012 | 2,674,522 | 2,750,642 | −76,120 | 1.2 | 43% |
| 2013 | 2,715,920 | 2,793,403 | −77,483 | 0.9 | 41% |
| 2014 | 2,533,042 | 2,835,054 | −302,012 | -0.4 | 41% |
| 2015 | 2,809,191 | 2,770,512 | 38,679 | -0.2 | 42% |
| 2016 | 3,297,258 | 2,088,694 | 1,208,564 | 7.6 | 32% |
| 2017 | 1,876,832 | 2,072,343 | −195,511 | 6.5 | 33% |
| 2018 | 2,045,135 | 2,195,551 | −150,416 | 5.3 | 33% |
| 2019 | 2,053,207 | 2,256,115 | −202,908 | 4.1 | 32% |
| 2020 | 2,326,577 | 2,197,972 | 128,605 | 4.9 | 35% |
| 2021 | 2,693,210 | 2,258,402 | 434,808 | 7.1 | 35% |
| 2022 | 2,871,869 | 2,395,737 | 476,132 | 9.8 | 35% |
| 2023 | 3,227,769 | 2,503,253 | 724,516 | 12.8 | 37% |
In its most recent public year (2023), this organization brought in $724,516 more than it spent. Its reserves stood at about 12.8 months of spending, up from 1.6 in 2011. Staff pay was 37% 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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