Long Island Golf Association Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 341,151 | 336,191 | 4,960 | 4.1 | 13% |
| 2012 | 362,971 | 325,750 | 37,221 | 5.6 | 14% |
| 2013 | 355,482 | 368,848 | −13,366 | 4.5 | 12% |
| 2014 | 366,944 | 346,121 | 20,823 | 5.5 | 12% |
| 2015 | 389,384 | 321,550 | 67,834 | 8.5 | 14% |
| 2016 | 365,862 | 342,457 | 23,405 | 8.8 | 13% |
| 2017 | 326,651 | 319,518 | 7,133 | 9.7 | 17% |
| 2018 | 337,751 | 310,310 | 27,441 | 11.0 | 3% |
| 2019 | 314,745 | 322,925 | −8,180 | 10.3 | 0% |
| 2021 | 324,693 | 313,913 | 10,780 | 10.4 | 0% |
| 2022 | 346,717 | 345,975 | 742 | 9.5 | 0% |
| 2023 | 331,099 | 354,929 | −23,830 | 8.4 | 0% |
In its most recent public year (2023), this organization spent $23,830 more than it brought in. Its reserves stood at about 8.4 months of spending, up from 4.1 in 2011. Staff pay was 0% 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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