Youth Golf Coalition Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 69,443 | 108,303 | −38,860 | 27.3 | — |
| 2012 | 132,138 | 98,451 | 33,687 | 34.1 | — |
| 2013 | 138,515 | 179,512 | −40,997 | 16.0 | — |
| 2014 | 210,385 | 205,064 | 5,321 | 14.3 | 30% |
| 2015 | 98,054 | 197,622 | −99,568 | 8.8 | — |
| 2016 | 151,279 | 184,008 | −32,729 | 7.3 | — |
| 2017 | 203,581 | 188,259 | 15,322 | 7.9 | 36% |
| 2018 | 249,299 | 263,936 | −14,637 | 5.7 | 40% |
| 2019 | 268,901 | 235,680 | 33,221 | 8.0 | 53% |
| 2020 | 987,761 | 836,177 | 151,584 | 4.2 | 5% |
| 2021 | 1,150,038 | 1,028,664 | 121,374 | 4.8 | 0% |
| 2022 | 1,483,118 | 1,480,510 | 2,608 | 3.2 | 0% |
| 2023 | 1,695,029 | 1,800,654 | −105,625 | 2.0 | 0% |
In its most recent public year (2023), this organization spent $105,625 more than it brought in. Its reserves stood at about 2 months of spending, down from 27.3 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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