Carpet Trade Golf Association Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 43,033 | 40,373 | 2,660 | 9.4 | — |
| 2012 | 39,665 | 38,403 | 1,262 | 10.2 | — |
| 2013 | 40,733 | 40,522 | 211 | 9.7 | — |
| 2014 | 52,508 | 51,351 | 1,157 | 7.9 | — |
| 2015 | 49,576 | 47,580 | 1,996 | 9.1 | — |
| 2016 | 54,105 | 54,249 | −144 | 8.0 | — |
| 2017 | 52,983 | 53,305 | −322 | 8.0 | — |
| 2018 | 57,410 | 56,339 | 1,071 | 7.8 | — |
| 2019 | 58,034 | 58,174 | −140 | 7.6 | — |
| 2020 | 45,371 | 42,319 | 3,052 | 11.2 | — |
| 2021 | 54,624 | 51,750 | 2,874 | 9.9 | — |
| 2022 | 58,168 | 57,376 | 792 | 9.1 | — |
| 2023 | 63,436 | 61,320 | 2,116 | 8.9 | — |
In its most recent public year (2023), this organization brought in $2,116 more than it spent. Its reserves stood at about 8.9 months 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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