Connecticut Golf Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 3,040,869 | 3,331,640 | −290,771 | 18.3 | 45% |
| 2012 | 2,964,605 | 3,481,615 | −517,010 | 15.7 | 45% |
| 2013 | 3,215,338 | 3,251,722 | −36,384 | 16.6 | 44% |
| 2014 | 3,692,684 | 3,250,890 | 441,794 | 18.2 | 45% |
| 2015 | 3,086,032 | 3,314,556 | −228,524 | 17.0 | 44% |
| 2016 | 2,852,458 | 3,218,106 | −365,648 | 16.1 | 44% |
| 2017 | 2,978,372 | 3,229,592 | −251,220 | 15.0 | 45% |
| 2018 | 2,887,485 | 3,335,124 | −447,639 | 12.9 | 41% |
| 2019 | 3,207,144 | 3,668,282 | −461,138 | 10.2 | 41% |
| 2020 | 4,058,494 | 3,667,611 | 390,883 | 11.5 | 39% |
| 2021 | 4,835,480 | 4,079,993 | 755,487 | 12.5 | 40% |
| 2022 | 5,421,912 | 3,545,374 | 1,876,538 | 19.9 | 58% |
| 2023 | 5,077,326 | 4,812,171 | 265,155 | 11.7 | 43% |
In its most recent public year (2023), this organization brought in $265,155 more than it spent. Its reserves stood at about 11.7 months of spending, down from 18.3 in 2011. Staff pay was 43% 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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